How would you handle a situation where top performers resist adapting to the changing organizational culture?

Resistance originates from the fear of unknown and the pressure to protect the (known) status quo. Top performers are usually those who had previously been recognized for outstanding contribution. Changing current status quo may be understood as questionning their prior value added. You my overcome their resistance by acknowledging their previous contribution and aligning with them on how the value can be increased - with them being on-board (not without).

Resistance often stems from defensiveness, which is usually a reaction to fear processed neurologically in response to perceived threats to life, ego, or status. Understanding the HPA (Hypothalamic-Pituitary-Adrenal) axis, or 'the stress response,' and the neurotransmitters linked to fear is crucial to comprehending human responses to change. During our formative years, our brains develop a fear of failure and rejection, which we carry into adulthood. Leaders frequently trigger these fears, exacerbating resistance to change.

Firstly, it’s crucial to understand the reasons behind their resistance. In my experience, resistance often stems from fear of the unknown or a feeling of losing something valuable. Have honest, one-on-one conversations to uncover their concerns. This understanding will allow you to address the specific issues that are causing their hesitation and demonstrate empathy, which can help in reducing resistance.

Start by listening to learn from their concerns. There may be holes and gaps in the strategy that they are concerned about, not necessarily fear of the unknown. Invite them to critique the strategy and suggest improvements before moving forward, as their buy-in will be critical to success.

Our language often falls short. We talk about 'clearly communicating vision,' but what we truly need is neurological adaptation through neurogenesis and neuroplasticity. It’s only when brains receive adequate stimulus and time to re-map existing wiring and firing patterns that we see changes in beliefs and attitudes. Unless we define 'clear communication' in terms of stimulating neurological adaptation, we risk assuming too much and doing too little to effect positive change. Most of the time, providing facts and justifications merely triggers defensive reactions in the brain.

Communicating the vision behind the culture change is essential. Clearly articulate why the change is necessary and how it aligns with the overall goals of the organisation. In my opinion, when top performers see how the new culture will benefit the organisation; and by extension, their own roles, they are more likely to get on board. Ensure this communication is ongoing, not just a one-off announcement.

This is crucial. Most of the time, people are resistant to change when they can't see the benefit for themselves or their team. By making them owners, part of the solution, you are increasing the chances of them buying into the change. It's also important to consider that top performers are usually seen as role models for their team or the company. How they perceive/nurture the company culture can impact directly how other team members will feel towards it.

Involving top performers in the change process can significantly reduce resistance. As key influencers within the company, their endorsement can encourage others to embrace the change. Give them a role in shaping the new culture, perhaps as culture champions or by involving them in decision-making processes. This involvement not only makes them feel valued but also gives them a sense of ownership over the change.

Change can be daunting, and even top performers can feel insecure about their place in a new culture. Provide support through training, resources, and reassurance to help them adjust. Highlight how adapting to the new culture can offer them new opportunities for growth and development. Regular feedback and open lines of communication can also ensure they feel supported throughout the transition.

I am assuming that "top performer" in this context involve a person of a high contribution to the previous status-quo. Acknowledging the prior efforts of a such a high-value contributor is essential. It is very often the case, that entire authority of that person has been built as a direct outcome of those efforts) therefore the fear or losing that autority is very othen the "elephant in the room". Getting buy-in of that stakeholder (overcoming his/her resistance with dyplomacy and style) is invaluable investment into the success of the current change initiative.