Senior leaders are sabotaging your culture change efforts. How do you tackle this challenge?
When senior leaders resist culture change, it can create significant roadblocks. To effectively manage this challenge, consider these strategies:
How do you handle resistance from senior leaders in your organization? Share your thoughts.
Senior leaders are sabotaging your culture change efforts. How do you tackle this challenge?
When senior leaders resist culture change, it can create significant roadblocks. To effectively manage this challenge, consider these strategies:
How do you handle resistance from senior leaders in your organization? Share your thoughts.
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Approach those detractors with curiosity to understand why they’re not bought in. Co-create solutions with them so understanding is shared.
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Seen and worked through this one many times. You should not roll out a culture change program unless the CEO, who owns culture, is authentically on board. Then work with the CEO and other stakeholders across the business to engage with the whole business about the work. Identify and engage with detractors in the C Suite individually and collectively. Most shift once they can feel some sense of alignment with the program, some may take a little time. The CEO sets the tone, talking and behaving positively about the culture work, and must set clear expectations around what their expectations are of their senior team. Saboteurs should be dealt with in the same way as with any other important change program - robustly!
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