You're driving culture change within your organization. How do you manage pushback from leadership?
Successfully driving culture change within an organization requires navigating pushback from leadership effectively. Here's how to manage it:
How do you handle resistance when implementing culture change?
You're driving culture change within your organization. How do you manage pushback from leadership?
Successfully driving culture change within an organization requires navigating pushback from leadership effectively. Here's how to manage it:
How do you handle resistance when implementing culture change?
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Culture is "the way we do things around here." Culture is not an executive manifesto or some dictate from Management on High. Actions drive culture; not words. I say stop talking about Culture and "DO" how you want others to behave, lay that out as expectations and hold others accountable to what you expect.
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Pushback from leadership often stems from fear of the unknown or competing priorities. I’ve found that addressing the emotional side of change—how leaders feel about the process and its impact—is just as critical as the practical steps. Creating space for open dialogue and exploring how the change aligns with their values can transform resistance into advocacy. How do you approach the emotional dynamics of leadership buy-in?
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Do not be afraid of pushback. Own it! Pushback against another is often an expression of fear, anxiety, misunderstanding or miscommunication. Be prepared to have the conversation. Listen to the concerns, try to understand their perspective and allow for open discussion without fear of retribution. Ask open ended questions. What is it you are concerned about? What would you like to see in place? What do you think is working well? What do you think could be improved? How would you go about doing this? And so on. Give the person an opportunity to feel involved, included, valued and listened to.
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When driving culture change in the Australian mining industry, I address leadership pushback by clearly linking change to tangible benefits like safety, retention, and community reputation. Leaders may resist due to concerns about disruption or cost, so I emphasise long-term profitability and alignment with societal priorities like sustainability and diversity. I also consider generational perspectives—older leaders may value tradition and stability, while younger ones embrace innovation. Respecting these views, I align them through shared goals. Additionally, I address cultural factors, such as Aboriginal engagement and FIFO challenges, framing change as a shared opportunity to strengthen the industry and community.
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When facing resistance during culture change, I focus on understanding concerns, fostering collaboration, and building trust. Open dialogue allows me to address doubts and show alignment with organizational goals. I emphasize shared ownership by involving leaders in shaping the change process and decisions. Celebrating early successes and connecting them to long-term benefits helps to win support. By maintaining transparency and adaptability, I turn resistance into a partnership for sustainable progress.
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Pushback is natural during culture change, especially from leadership, but staying grounded in your 'why' is key. A favorite quote of mine is, 'The main thing is to keep the main thing as the main thing.' Revisit the purpose behind the change. What was the main driver for this shift? Aligning on that purpose and keeping it at the forefront can help navigate uncertainty and encourage progress. Consistency in communicating the vision and its importance will guide you through pushback and build buy-in over time.
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Leadership has a reason to resist culture change. They represent the current culture. They have established it through their decisions, their actions, and their behavior. And....from their perspective...it's worked. They made it! Why change? There needs to be a compelling business reason to change the culture. High turnover? Decreasing revenue? Lower productivity? A conversation needs to start. How did we get to where we are? How have we handled change in the past? What are our strengths and weaknesses? What are our opportunities? And a hard look at ourselves, asking what we should do more of. Less of. What are we doing that hinders growth? What are we doing that helps it? These conversations require strong facilitation.
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Culture should say what the business is. It must transmit values, beliefs, its sense of existence. If there is such clarity, there will be a greater interest on the part of leaders to be engaged in supporting the necessary actions.
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Cultural change is only possible when there is alignment across all levels of the organization. It's equally important to ensure that the cultural change direction aligns with the organization's strategic objectives. My advice would be to pause the process if the leadership team, Board, or ownership are not aligned on the direction of change and strategy. Achieving this alignment is critical before proceeding.
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1)Offer Support and Resources Provide Resources and Training: Offer leadership training and resources that will help them understand the role they playin fostering culture change. Make It Easy to Lead the Change:Equip leaders with tools to implement the change in their teams and lead.This will help them feel more confident in driving the change within their own departments. 2. Build Strong Relationships with Leadership Collaborate, Don't Push: Engage leaders as partners in the change process rather than imposing it on them. Get their input early, making them feel invested in the success of the culture change. Show Wins Quickly: Identify short-term wins that demonstrate the effectiveness of the cultural change. 3. Provide Clear Communication
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