Understand that changing an organizational culture takes time. Be patient with those who resist and continue to reinforce the positive aspects of the new culture consistently.

Start with empathy—listen to their concerns and address them openly. Share the vision behind the change and highlight how it benefits everyone. Lead by example, showing how the new culture adds value.

Change cannot happen overnight; it requires a clear and structured approach. First, it is essential to explain the purpose of the new organizational culture: Why is the change necessary? What benefits will it bring to employees? How will it contribute to their personal growth and the growth of the organization? Engage with disbelieving staff to identify their concerns and bottlenecks. Address these issues by proposing practical and tailored solutions which can gradually shift their mindset. Over time, they will begin to see the value of the change and embrace it. Forcing the change or going against resistance is less effective than working collaboratively to achieve long-term acceptance.

The organization must be transparent and clear with communication, be empathetic with all staff and clarify any doubts, have awareness meetings with people where the competitive advantages for the Organization of assuming a new organizational culture are highlighted, all this through a change process with a defined time period and a measurement in short periods to identify opportunities and close gaps.

Co-create to build combined value. Defensiveness often happens when people feel that things are thrusted upon them. Co-building through interventions, sessions, listening forums, idea generations build trust, openness and transparency. Communication becomes easier. It is a great strategy to pull talent together and build great culture

La resistencia surge cuando el cambio se impone, quizá sea conveniente dar unos pasos hacia atrás e incluir al staff en los motivos por los cuales la nueva cultura organizacional debe ajustarse, hacerles opinar, hacerles parte del cambio mismo, de modo que se conviertan en impulsores de lo que ahora resisten. Hay que afrontar la posibilidad de que la resistencia no disminuya, entonces hay que buscar la forma de promover colaboradores nuevos a impulsar el cambio, así el mensaje será más evidente: la nueva cultura requiere colaboradores afines a ella.

The key to success in building belief through culture change is to do it in digestable phases. Culture Change is not a light switch, its a process that takes time. Here are the 4 phases that I have found success with: ⭐️Define - the essential qualities & behaviors of your team ⭐️Discover - how these behaviors correlate to the day-to-day. ⭐️Develop - through reflecton & reference an action plan ⭐️Deploy - put it into practice Through this process engage, energize, and empower your teams to take things to new heights and they WILL!🎉

Turn key objectors into allies by making them decision-makers. Giving them a sense of ownership can transform resistance into support. However, it’s essential to carefully choose the right person for this role. Consider not only how easy it will be to gain their buy-in and advocacy but also—more importantly—how effective they’ll be in their new responsibilities.