4 steps to debunk the change resistance myth

Whether it’s automating process, reorganizing teams, or adapting to shifting customer needs, executives know it’s imperative that everyone embraces change to grow. But if the changes you need your teams to drive feel harder to implement than they should, or your leaders say everyone’s change resistant, you’re not alone. But there’s a truth you need to hear.

The common belief is that people are just naturally resistant to change — that employees are set in their ways, slow to adapt, and reluctant to embrace something new. You may have experienced this with stalled projects, or hitting a wall of resistance to your new growth plans, even when you’re sure the changes will benefit everyone involved.

Some experts claim resistance to change is normal and to be expected, and they offer a host of tactics to overcome adversity that leaves you feeling like a salesperson trying to convince people to do what you think must happen for the organization to thrive. Don’t buy into such backward notions.

If you’re facing resistance in your organization, it’s not on them — it’s on you. The real issue isn’t the change itself, it’s how it’s being implemented since people aren’t naturally resistant to change, they’re resistant to having change done tothem.

Here are four steps to eliminate resistance and lead your organization through sustainable change.

Understand what really drives resistance

Your team doesn’t push back or slow roll your change because they dislike change. They just don’t understand why it’s happening or why they should care. If I suddenly grabbed your arm and yanked you in another direction, your first instinct would be to pull away, not follow me even if I were saving you from danger. You’d resist because you didn’t know what was happening or why. Organizational change works the same way. When people don’t have clarity, their gut reaction is to pull back.

According to a Harvard Business Review study, a staggering 95% of the typical workforce don’t understand their company’s strategy. So most of your team don’t know where you’re headed, let alone why the changes you’re pushing even matter. The first step to eliminate resistance is to ensure everyone understands the vision. But it’s going to take more than a one-off meeting to inspire them to action. Make it a part of everyday conversations.

Connect change to what matters most to employees

Once your teams understand the why from the organizational perspective, address their personal why. The energy you inspired in the beginning will fade fast if your employees can’t see how the change directly affects them. Leaders should always answer the WIIFM (What’s In It For Me?) question to make sure the change is relevant and meaningful to each team member.

Think about people you know. They make massive changes in their personal lives all the time — moving to new cities, switching jobs, starting families. Why? Because their WIIFM is clear, and they have control over those decisions. People want autonomy, freedom, and the ability to shape their own future so craft your messaging to align the changes with how it helps each person individually.

Put employees in the driver’s seat

While you’re busy building change plans behind closed doors, your team is noticing, and rumors start flying as resistance builds. The uncertainty created by silence can lead to more anxiety than the change itself. By the time employees hear what’s happening, decisions about their future have already been made, creating a sense of exclusion that fuels even more resistance.

Instead, let your teams be in the driver’s seat while you navigate. During the change planning stage, engage your employees by holding workshops or focus groups to gather inputand concerns about changes you’re considering. You could learn things that influence your decisions and even your direction. Then, when communicating the change, you can incorporate their concerns into your messaging so they feel heard and valued.

People support what they help create. Even if the final decision isn’t ideal for them, they’re far more likely to get behind it if they were part of the process. And if you can’t involve them in the process from the start, you can still bring them into the fold by asking for their input on how best to communicate and implement the change. The people closest to the work usually have the best insights on what’s needed to make it stick, so tap into that to turn resistance into ownership.

When leaders take this approach, the change stops feeling like a top-down mandate and more like a shared goal.

Know change leadership is everyone’s responsibility

Who drives change in your organization? Everyone. Many executives mistakenly delegate change management to a single department like HR, the project management office, or a dedicated change team. This way, you risk a slower pace of change than you need or change that doesn’t stick. Change is too critical to be relegated to a single department.Change management isn’t a department, it’s a leadership skill.

Every leader needs to be able to guide their teams on the journey. You can still lean on HR or your training department to teach organizational change management techniques to equip employees with the skills they need for successful implementation. But ultimately, every leader must ensure their teams can navigate the human side of change, helping employees feel included, empowered, and ready to move forward.

Your path of least resistance when leading your organization through change is found in these steps. When put into action, change is then driven by transparency, collaboration, and strong leadership, eliminating resistance and accelerating transformation. After all, change done with people, not to them, unlocks your organization’s full potential and fast-tracks the realization of your strategy.