They mostly play out with the talkers vs doers.
Mostly, the CEO will want to do something. Either people are on board with it, or the bus will have many stops for people to get off.
Consultants can be sincerely engaged around the change.
People who are entrenched in their self-absorbed politics may get off the bus.
There is not much of a secret language other than outside consultants providing third party perspective that may or may not be considered. Generally, employees who don't want to play ball with change (for example, digital transformation in an established company) will start to stand out.
Employees and departments may try to make things seem more difficult than they are, or be more difficult they need to be.
Aligning with company direction and helping execute them can be helpful.
The most important law in all of this is a double edged sword: Perception is reality. Make reality and perception the same. There will always be people committed to misunderstanding. If people are spreading untruths, whether it's death by a hundred cuts, or death by a thousand cuts it's another thing.
CTOs are relatively junior C level executives and can benefit from learning more about dealing with other C-Level situations before they find them. Yet, they present a great deal of consolidation of people, processes, impact and as a result power that this power can be targeted by other leaders who feel their influence is decreasing.
As a CTO its important to remember to understand theres many types of CTOs, and examine what type you are and where your sklls need to grow
Most people who speak to C-Levels don't understand it's not about impressing them, as much as speaking with impact. Sticking with this in a good way can be helpful.
Still, these types of undermining initiatives are often brought about by CFOs still trying to oversee tech despite any meaningful literacy in tech. Beware the CFOs. And to an extent understanding there may be different consultants other than management consultants.