A solid cultural change programme would be co-created with input from employees at the start. Pockets of resistance will always pop up in change - even when it’s been co-created. This is a great opportunity for your c-suite to demonstrate authentic, empathetic leadership by holding open forums to talk about pain points, reiterate why the change is happening, what this will look like in real terms in the future (benefits), and how it was created (with input from employees). Importantly, if a significant volume of feedback is in the same theme, don’t shy away from it - be open to either making tweaks, or explaining why that point won’t be shifting. Your employees are adults, they’ll get it if it’s explained respectfully and clearly.

The best cultures are those that are co-created with team members and not for them! It’s imperative to know that at the root of opposing views is a desire to be seen, heard, and included in the process of culture transformation. Knowing this helps to create space for meaningful conversation and open dialogue that brings understanding instead of division. I would focus on using the values as the common thread. Many times we mistakenly see culture as sameness. We can value the same thing and have different expressions (power of diversity). Values drive behaviors and behaviors drive culture. When we help team members connect emotionally to the desired culture, we see a shift in belonging and inclusion and helps mitigate a lot of the tension.

Sell the sizzle, not the steak. It is critical to help people see what the new culture will look like, what it will mean for them and how it will improve their workplace and daily experiences. Sketch a clear picture of what the future will look like, the path and milestones to get there and if appropriate and possible, allow them to comment, critique and suggest solutions to what they perceive the issues to be. Work on making it easier to support the changed culture than to carry on with the old. For many, change won’t happen unless the discomfort of not changing is more than the discomfort of changing.

Three quick tips that have often worked with my corporate clients: 1.Listen and Validate Concerns-Understand and acknowledge team members' fears or resistance to build trust. Sometimes it comes from lack of understanding which creates false fears. 2.Clarify Purpose and Common Ground-Explain the benefits of the new culture and emphasize shared goals to unify the team. Leading as a unified team from the onset of the change will be critical. Don't be afraid to set shared KPIs for the change. 3.Model and Reinforce Change-Leaders should embody the new culture, offer support, and celebrate small wins to reinforce alignment and accountability. Celebrate everything. People don't change when spoken to. They change when inspired to.

How can they be divided about a new culture unless its words and a framework that are being imposed on them. It's about building a culture that incorporates the things that are important for all. Culture is what you have. If you want something else, time is needed for people to understand each other and how they can be together to achieve whatever goals are being specified.

Handling a team divided over a new culture starts by understanding everyone’s perspectives. I’d begin by creating a space for open conversations where team members can share their views without feeling judged. This helps me understand any concerns or resistance. People tend to be more open to change when they feel heard. Next I’d highlight shared values or goals that align with the new culture, helping the team see what they have in common. I’d also give real examples of how the new culture can benefit everyone. Being flexible and open to feedback is important too as adjusting based on input shows employees that their opinions matter. With this approach, I’ve found that teams can gradually come together and support the culture change.

Cuando la cultura divide, es una cultura que está rota y no está enfocada. La construcción de una cultura permite que las personas se adapten a sus hábitos y costumbres de manera lenta pero segura. Una cultura requiere de 2 a 4 años de trabajo pensado y con reflexión en cada una de sus decisiones. La cultura híbrida se ve afectada por la mezcla de hábitos que pueden chocar y provocar diferencias, pero bien coordinada tendrá siempre buenos resultados. Hacer que la gente se sienta parte del cambio y de las decisiones ayudará a mejorar los resultados y la aceptación. Soy Sergio Úsuga | Tu Coach📍

First, it is important to deeply reflect the new culture: Which behavior would this mean? I recommend to do so based on different aspects, such as communication, leadership, ... Often we are stuck with some buzzwords that may even already have a negative connotation, but after a deep analysis of the actual observable behavior, we may find out many overlaps. Secondly, it may make sense to reflect on own cultural preferences. What do we want and why? Again, we may discover that there were just some misconceptions and some cultural aspects can co-exist or may even be needed in some roles. The last step is to be consequent: If someone really does not fit to the culture or works against, it's maybe time to split up. These are usually exceptions.

Friction is often the result of change being done TO people rather than WITH them. Employees are often more resistant to uncertainty and loss of agency. Unless the change is devastatingly bad. When someone says "I don't like the new culture," they are really saying "I don't feel seen in this transformation" or "I don't trust where this is going." Reality? You're no longer just managing conflicting views about the new culture - you are also managing resentment about how the change was handled. The best leaders can do here is acknowledge they are starting from a deficit position and begin the slower work of rebuilding credibility. Not the answer most leaders want. But pretending you can shortcut your way back to trust usually backfires.