Resistance from a senior team member is not necessarily negative. When managed well, it can lead to richer discussions, better solutions, and stronger team buy-in. By acknowledging their perspective, aligning with shared goals, involving them in the process, and maintaining control, you can turn resistance into a productive force for organizational growth.

Pro-facilitation tips: 1. Lean into conflict (not away). This is counter-intuitivie. Acknowledge the person is pushing against something, empathize what they are saying. See if you can get deeper to understand their concern. Why this works: there is often an unmet need that someone has. Understanding this need (and seeing ways you can address the need) is critical to getting them back in the game. 2. Give them a meeting role to play. Why this works: senior leaders are often used to being in charge and taking action. By giving them a role to play, you are helping them take some sort of leadership role.

In my opinion, managing resistance from senior team members requires a balance of respect and assertiveness. Acknowledging their expertise by actively listening to their concerns fosters mutual respect. I’ve found that emphasizing shared goals and showing how their feedback aligns with the session’s purpose can ease resistance. Encouraging open dialogue in a collaborative environment ensures that all voices are respected, making it easier to address pushback constructively.

Managing resistance from a senior team member requires curiosity, empathy, and strategic communication. I start by understanding their concerns: “Can you share more about what’s driving this?” I acknowledge their perspective to build trust, then reframe the discussion around shared goals. If needed, I provide data or examples and engage the group for collective input. Instead of forcing change, I suggest a trial period: “Let’s test this and adjust if needed.” If resistance persists, I follow up privately and leverage their expertise. If necessary, I escalate, but only as a last resort.

In such a situation, it is important to understand the reason for the resistance. It can be valuable for the further process. Some time ago I coached a team and experienced how resistance contributed to a deeper understanding of the matter. Moreover, a misunderstanding was uncovered. The team leader gave space to the disruption in accordance with the model of theme-centered interaction, thereby contributing to better cooperation and success.