You're facing pushback from senior leaders on risky initiatives. How do you overcome their resistance?

To overcome senior leaders' resistance to risky initiatives, present a clear, data-backed business case highlighting potential benefits and addressing concerns. Emphasize alignment with strategic goals, showcase risk mitigation strategies, and propose a phased approach with measurable milestones. Engage in open dialogue, actively listening to their feedback and adapting the plan as needed.

self-compassion means "treating yourself as you would a dear friend. Extending that empathy allows us to see the full humanity in others' perspectives, not just resistance.

Proximidade é sempre a palavra mágica. Não existe liderança com resultados acima da média se o gestor foca apenas em processos e não em pessoas. Procure falar com cada um individualmente, entenda seus anseios e depois os traga com o grupo para que as ideias possam ser alinhadas levando em consideração a senioridade dos antigos.

Always show compassion and understanding when addressing resistence from senior leaders. By exercising strong leadership skills and emotional intelligence, you will be able to navigate and hear all view points without any partiality or personal feelings involved.

Begin by understanding the specific concerns of senior leaders regarding the risky initiative. Engage in open dialogue to identify their apprehensions and priorities. Demonstrating empathy and willingness to address their worries lays the groundwork for more constructive discussions and potential buy-in.

Risk is unavoidable, as is failure. The question becomes which risks are worth taking. Exploring the risk:benefit ratio, and explaining all the good that can come from the project is key. It is also important to acknowledge the risk, yet discuss how to mitigate it. When people understand that the risks are manageable, and that you have thought out how to deal with them, you will gain more support. Keeping your arguments clear and down to the basics is key. People don’t want to be overwhelmed with data - just the salient points.

In my opinion data is everything. If your data or documentation is in place which is benefitting the organization then there shouldn't be any reason for rejection. You could start by conducting thorough research and gathering robust data that highlights the potential benefits and mitigates perceived risks. Present clear and concise evidence through case studies, pilot program results, market analysis, and financial projections that demonstrate the initiative's value and how it is aligned with the organization's strategic goals. Use visual aids like graphs, charts, and infographics to make complex data easily understandable and impactful. I guess this should definitely get you the support you will need.

Com fatos não existem argumentos que não possam ser debatidos. Aborte as palavras: acho, acredito, talvez... esteja com informação e fale baseada nelas.

Presenting data is an effective way to lay out what has worked and what hasn't worked in the past. Having that information to support your proposal will allow them to look at things from a statistical perspective. However, you want to make sure you use only the most relevant statistics so they aren't thrown off by any details that don't support your initiative.

Present comprehensive data to support the initiative. Use case studies, market research, and statistical analysis to demonstrate potential benefits and successful precedents. Concrete evidence can help alleviate fears and provide a rational basis for considering the initiative more favourably.

Exatamente. Empresas precisam de equipes fortes e para isso é necessário que o líder conheça os interesses de seus liderados. Alinhar os interesses pessoais e mostrar que a empresa também precisa evoluir é o melhor caminho. Quando a empresa não fala de suas metas surge rumores que só atrapalham o processo evolutivo organizacional e entre as pessoas.

Often, resistance to change on an individual level stems from an organizational culture that may present itself as innovative to the outside but is fundamentally risk-averse. When the external and internal messaging clashes, going back to mission and vision statements - as unhelpful as they often are otherwise - can help. The other aspect to consider is how authorizing a decision may reflect positively on leaders while the actual risk it presents - i.e., the outcome of a worst-case scenario - remains relatively low. Allowing executives to show (traditional) "strong" and "decisive" leadership while mitigating real-life risk may be just the performative opportunity they are looking for to shine.

Align the initiative with the broader goals and interests of the organisation. Show how the project supports strategic objectives and can drive long-term growth or competitive advantage. Connecting the initiative to the company's mission and goals can make it more appealing to senior leaders.

O alinhamento de interesses é fundamental para superar a resistência. Mostre como a iniciativa se alinha com a visão geral e os objetivos da organização, bem como com os objetivos pessoais e profissionais dos líderes seniores. Isso pode envolver demonstrar como a iniciativa pode melhorar seu legado, contribuir para a vantagem competitiva da empresa ou abordar questões pelas quais eles são apaixonados. Além disso, promova workshops ou sessões de brainstorming onde os líderes possam colaborar na adaptação da iniciativa, permitindo que sintam um senso de propriedade no processo. Essa inclusão ativa reforça o comprometimento e facilita a aceitação.

Aborde o risco de frente, apresentando um plano de mitigação de riscos. Descreva as etapas que seguirá para minimizar possíveis desvantagens e como planeja gerenciar quaisquer problemas que surjam. Mostre que você pensou nos cenários possíveis e tem planos de contingência em vigor. Isso tranquiliza os líderes seniores de que você não está sendo imprudente, mas assumindo riscos calculados com salvaguardas integradas. Além disso, proponha uma fase piloto para testar a iniciativa em um ambiente controlado. Esse teste inicial permite ajustes necessários antes da implementação completa, demonstrando prudência e uma abordagem meticulosa ao risco.

Com planejamento de inferências é possível ter um plano consistente. Junte uma equipe e analisem juntos tudo que pode dar errado no novo projeto, desde o micro ao macro.

Develop and present a robust risk mitigation plan. Outline strategies to manage potential downsides, including contingency plans and safeguards. Demonstrating proactive risk management reassures senior leaders that you have considered potential pitfalls and are prepared to address them.

Foster advocacy by enlisting support from influential stakeholders within the organisation. Having respected colleagues champion the initiative can lend credibility and sway opinion among senior leaders. Building a coalition of supporters increases the likelihood of overcoming resistance.

Propose a pilot programme to test the initiative on a smaller scale. This allows senior leaders to see tangible results and assess the project's viability with minimal risk. Successful pilot outcomes can build confidence and pave the way for broader implementation.