Considere adotar as seguintes estratégias: Entendimento e Alinhamento de Interesses - converse com a Liderança. Realize reuniões individuais ou em pequenos grupos com líderes seniores para entender suas preocupações e interesses. Identifique as razões por trás da resistência. Conecte a Mudança aos Objetivos da Empresa - mostre claramente como a mudança de cultura pode beneficiar a empresa em termos de resultados. Envolvimento e Co-Criação - inclua-os no Processo de Planejamento. Envolva a liderança sênior no desenvolvimento e na implementação do plano de mudança para que se sintam parte do processo. Estabeleça Defensores Internos - Identifique líderes seniores que estão mais abertos à mudança e envolva-os como defensores da iniciativa.

Should we assume that the culture change is indisputable, in this question? Should we assume that Senior leadership is rather blocking the business performance than protecting it? The process of culture change itself was not supposed to be started with or from them? Are we talking about old fashioned people, at the lower levels of the organization? How much power and influence they may have in the process? Any resistance to culture changes may be showing some bumping path in the way. Spend quality time with each individual, to expose the groundings of the culture change initiative. And observe carefully the reaction. Check the initiative against it. And so, either run around this resistance, or slightly change the path.

Successful culture change is a fostered by every stakeholder, but it is critical that ideal behaviors aligned to the ideal culture are modeled by top leadership. Senior leaders can become disconnected from the day-to-day employee experience and undervalue proactively monitoring and managing organizational culture. Present your case for change to senior leadership with data (e.g., engagement, performance, turnover, HR cases, spend on inefficiencies, etc.) and real examples that demonstrate why change is needed for better business results. Do a culture assessment to understand current state and clearly define the future-state culture to help you articulate where you're going and what you need senior leadership to do to drive the change.

Pensando na tríade: (Environmental, Social and Governance), certamente conseguimos alguns progressos nos eixos sociais e ambientais que devem ser levados aos diretores para a demonstração do quanto é possível conquistar. Porém, a falta de alinhamento no eixo governança tornará estes progressos e processos muito mais penosos e desafiadores. As áreas e gestores mais conscientes da necessidade e eficiência de uma governança forte e direcionadora poderão tentar influenciar seus diretores por meio de resultados efetivos e demonstráveis nos outros eixos e do quanto estes resultados poderiam ser melhores com a contribuição mais efetiva da alta gestão corporativa.

Navigating senior leadership resistance to culture change: 1. Present business benefits: and link cultural shifts to strategic objectives 2. Emphasize leadership responsibility, highlight culture as a business enabler, and reinforce accountability for organizational success. 3. Provide tools and resources for leading change, offer coaching to address concerns, and help leaders understand the need for change 4. Align with current business reality and avoid overly ambitious goals 5. Identify and engage advocates. Leverage success stories. 6. Communicate effectively, and use data 7. Implement pilot programs, and gradually expand successful initiatives By employing these strategies, you can effectively drive meaningful culture change.

Don't underestimate the power of storytelling! When you share personal anecdotes or real-world examples of how the proposed culture change has benefited other teams or organisations it can make the abstract concept of culture change more tangible and relatable, making it easier for senior leadership to see the value and potential benefits

Spot on by Brit: Successful culture change is a fostered by every stakeholder, but it is critical that ideal behaviors aligned to the ideal culture are modeled by top leadership. Senior leaders can become disconnected from the day-to-day employee experience and undervalue proactively monitoring and managing organizational culture. Present your case for change to senior leadership with data (e.g., engagement, performance, turnover, HR cases, spend on inefficiencies, etc.) and real examples that demonstrate why change is needed for better business results.