Your senior executive is resistant to change. How can you effectively provide feedback to help them adapt?

When your senior executive is resistant to change, it's important to understand why and give feedback effectively. Start by listening to their concerns and seeing things from their point of view. Use data and real examples to show the benefits of the change and how it helps the company. Address their specific worries and suggest solutions. Highlight the need to adapt in a competitive market and how change can lead to growth. Be supportive and patient, encouraging open conversation to work together on adapting to the change.

Understanding the root cause of resistance is crucial for effective feedback. Spend time observing and listening to the leader in various settings. This helps identify patterns and triggers of resistance. Ask questions like, "What are your biggest concerns about this change?" This encourages them to share their thoughts without feeling defensive. Resistance often stems from fear. Look for signs of fear related to loss of control, competence, or security. Review previous change initiatives they’ve been involved in. Understanding past failures or successes can provide insights into their current mindset. Speak with colleagues who have worked closely with the leader to gain additional perspectives on their resistance.

Prepare Thoroughly *Gather specific data and examples to support your feedback *Identify the benefits of adapting to change, such as improved efficiency or competitiveness *Anticipate potential concerns and be prepared to address them

Give them a honest feedback and be respectful, of course). They need to understand the change starts with the office engaging the floor.

From experience, senior leaders are resistant to change if they believe that the process will involve a lot of upheaval, staff resistance for little or no lasting progress. Therefore, taking up their already “limited” time. Establishing the need for the change and identifying the benefits to the individual and their team is a key method of gaining buy in to the initiative. Helping the leader to feel heard and supported is also important because it allows them to express their thoughts and concerns in a none judgemental environment. This also enables you to help to develop an action plan.

Building trust is foundational for delivering effective feedback. Show Vulnerability. Share your own experiences with change and how you overcame resistance. This humanises the process and builds empathy. Consistent Check-Ins. Regularly touch base with the leader to discuss progress and concerns. This shows commitment and reliability. - Celebrate Small Wins. Acknowledge and celebrate even minor progress. This reinforces positive behaviour and builds confidence. Be Transparent. Clearly communicate your intentions and the benefits of the feedback. Transparency reduces suspicion and builds trust. Empathetic Listening. Practice active listening without interrupting. Reflect back what you hear to show understanding and validation.

As we navigate the challenge of guiding senior executives through change, a “Holistic” approach becomes paramount. Spiritual Intelligence reminds us that true transformation transcends mere surface adjustments, it calls for a deep inner shift. By fostering a space of trust grounded in respect and empathy, we invite leaders to not just adapt but to undergo a profound personal evolution. Embracing change isn't just about strategies; it's about embracing a new way of being, aligning our values with our actions to create a harmonious “Holistic” leadership style that resonates with Authenticity and Purpose.

Choose the Right Time and Place *Schedule a private meeting when the executive is likely to be receptive *Select a comfortable and neutral location to encourage open discussion

Building trust with a senior executive resistant to change requires a deep, intentional approach. Begin by conducting a thorough listening tour—sit down with the executive to understand their career history, pivotal experiences, and the core values that drive their decision-making. Use this insight to align your feedback with their personal and professional identity. For example, if they value legacy, frame change as a way to strengthen their lasting impact. Establish a routine of transparent communication, where feedback is consistently backed by data and success stories that resonate with their leadership style. I challenge you to implement a "trust audit" where both parties regularly review and reflect

Start with Positives *Acknowledge the executive's strengths and accomplishments *Express appreciation for their dedication and commitment

Focusing on the impact of their behaviour can help the leader see the bigger picture. Use the Situation-Behavior-Impact (SBI) Model. Describe the situation, the specific behaviour, and its impact. This makes the feedback clear and objective. Link to Organisational Goals. Show how their behaviour affects the broader goals of the organisation . This helps them see the importance of change. Highlight Personal Benefits. Explain how adapting can lead to personal growth, career advancement, or improved team dynamics. Encourage open discussions about the feedback. This allows the leader to express concerns and ask questions. Provide tools, training, or coaching to help them adapt. This shows that you are invested in their success.

Focus on the Issue, Not the Person *Objectively describe the specific behavior or mindset that needs to adapt *Avoid blaming or attacking language, which can lead to defensiveness

Use "And" Instead of "But" *Phrase your feedback using "and" to suggest alternatives, rather than "but," which can come across as confrontational *Example: "I understand your concerns about change, and I'd like to explore ways to address them while still moving forward."

Encouraging reflection is a powerful tool for helping senior executives adapt to change. Invite them to consider past instances where they successfully navigated significant changes and the positive outcomes that resulted. This process can help them recognize their capacity for adaptation and resilience. I challenge you to schedule a reflection session where they identify key learnings from past changes and discuss how these insights can be applied to current challenges. This exercise will not only boost their confidence but also create a proactive mindset towards embracing change.

Offering alternatives, rather than insisting on a particular change, empowers the executive to participate in the decision-making process and fosters a sense of control. Present a range of options that could yield similar outcomes, demonstrating your adaptability and willingness to collaborate on finding the most effective solution. By showcasing your commitment to valuing their input and accommodating their preferences, you can cultivate a more receptive mindset towards the desired change. Embracing this collaborative approach enables leadership buy-in and sets the stage for a smoother transformation process, ultimately enhancing the effectiveness and success of organizational change initiatives.

Using an acceptance and commitment underpinning to coaching, I'd start with asking the leader: 1. What have you tried so far? 2. How has that worked in the long-term? 3. What has that cost you? Then I'd validate the work they've done and acknowledge how hard that must have been. 4. Are you open to try something else? Invariably, if you've walked through this process, called "Creative Hopelessness", then leaders are often will to try a new behaviour or approach.

Emphasize the Benefits *Highlight how adapting to change will benefit the organization, the team, and the executive themselves *Explain how it aligns with the company's goals and vision

I think approaches such as storytelling, casual conversations and checking in are quite useful when considering presenting alternatives. Eg. Storytelling - Share a success story, like, "At XYZ School, initial resistance to a new teaching method turned into a 20% improvement in student performance." Casual Conversations - During informal chats, say, "I read about a school enhancing their professional development. What do you think about exploring similar ideas here?" Checking In - Regularly ask, "How do you feel about the proposed curriculum changes? Any concerns or ideas to make the transition smoother?" These approaches foster a more open and receptive attitude towards change and feedback among senior leaders.

Show the numbers. Executives think in terms of money, results, and impact. By understanding these numbers, executives will adapt to new changes more easily.

Offer Support and Resources *Provide assistance and guidance to help the executive adapt to change *Offer training, coaching, or mentoring to build their confidence and skills

Para proporcionar comentarios efectivos a un alto , puedes seguir estos pasos: 1.Establecer un Entorno de Confianza:Inicia la conversación en un ambiente seguro y sin distracciones.Asegúrate de que el ejecutivo se sienta escuchado y respetado. 2.Utilizar la Comunicación Asertiva:Sé directo pero respetuoso en tu comunicación.Enfócate en hechos y comportamientos específicos, evitando generalizaciones y críticas personales. 3.Explica cómo el cambio beneficiará tanto al ejecutivo como a la organización.Usa ejemplos concretos y datos para respaldar tus argumentos. 4. Escuchar Activamente: Permite que el ejecutivo exprese sus preocupaciones y miedos.Muestra empatía. 5.Ofrece capacitación, mentoring o coaching para facilitar la transición.