Overcoming Resistance to Transformative Change
Change is never just about new processes or structures—it’s about people. In Episode 75 of Talent Talk, I sat down with Victor Morales to explore what it really takes to overcome resistance when you're leading meaningful, transformative change. The conversation left me reflecting on how often resistance is misunderstood—and how leaders can navigate it with more empathy and skill.
🎧 Catch the full episode on Spotify:Talent Talk – Episode 75
Resistance Isn’t the Enemy
Here’s something I tell every leader I coach: resistance is information. It’s feedback. It tells you where fear, confusion, or lack of alignment lives.
Victor said it well:
"People don’t resist change. They resist being changed."
That subtle shift in language reframes everything. When we see resistance as personal rather than systemic, we miss the real opportunity: to listen, clarify, and connect.
Often, resistance signals a desire to stay connected to something meaningful—identity, purpose, structure. The goal isn’t to suppress resistance but to engage with it skillfully.
Three Types of Resistance I See Most Often
In my work with leaders and teams, resistance tends to fall into three categories:
1. Fear-Based Resistance
People worry about losing control, status, or competence. This kind of resistance often shows up as silence, defensiveness, or passive disengagement.
2. Confusion-Based Resistance
When the "why" behind change isn’t clear—or when the strategy keeps shifting—teams don’t resist the change; they resist the chaos.
3. Values-Based Resistance
Sometimes people resist because the change feels out of sync with the organisation’s stated values or their own sense of purpose. This is actually the most important resistance to listen to.
In one session, I heard a leader describe resistance as "a search for reassurance." That stuck with me—because when leaders shift from judging resistance to understanding it, the dynamic changes.
What Leaders Often Get Wrong
One of the most common mistakes leaders make? Trying to push through resistance with more pressure. More messaging. More urgency.
But here’s what I’ve seen: the more you push, the more people dig in. Especially if they don’t feel seen.
Instead, Victor and I both encourage leaders to slow down to speed up. Create space to understand where resistance is coming from. Ask:
What are people worried about losing?
Have we truly explained the purpose behind this shift?
Are we involving people in shaping the change—or just delivering it to them?
I once worked with a global leadership team who rolled out a new performance system across regions. The backlash was intense—not because the system was flawed, but because the rollout skipped context. Once they created space for feedback, resistance became insight. And insight became alignment.
From Resistance to Ownership
In one coaching engagement, I supported a senior leader through a major tech transformation. Initial pushback was intense. Instead of pushing harder, we paused to run listening circles. What emerged wasn’t hostility—it was grief. People felt like their expertise was being replaced by automation.
That insight changed everything. The leader shifted from technical updates to a people-first message: "We’re not replacing you—we’re freeing you to do higher-impact work." Engagement shifted. The change landed.
Ownership doesn’t come from compliance. It comes from co-creation.
And ownership leads to energy. When people feel agency in change, they start contributing ideas—not just reacting to decisions.
Practical Strategies for Leading Through Resistance
Here are some tools I often use with leaders navigating high-stakes change:
1. Narrative Framing
Craft a story of change that connects emotionally and logically. Don’t just present the strategy—present the story of what matters, and why now. A well-crafted narrative gives people something to believe in.
2. Change Ambassadors
Identify informal leaders who can champion the shift. People trust peers more than PowerPoints. Equip these ambassadors with messaging, context, and influence.
3. Micro-Involvement Moments
Give people ways to shape the journey, even in small ways. Surveys, pilots, reflection sessions—all of it builds buy-in. Change becomes a process, not a surprise.
4. Normalize Discomfort
Say the quiet part out loud: "This is hard. And that’s okay." The more we acknowledge what’s real, the more people trust the process. Avoiding discomfort only amplifies it.
5. Stay Consistent, Stay Human
Consistency builds safety. Keep your messaging aligned and your tone human. People will forgive gaps in clarity if they trust your intent.
A Personal Reflection
I’ve led change, and I’ve resisted it. Both taught me this: resistance is often about protection. People are protecting something they value—security, clarity, identity.
As leaders, our role is to honor that—and help them move forward.
That’s why I love Victor’s lens: transformation isn’t about getting rid of resistance. It’s about inviting people into the process so they can own the outcome.
In fact, the most meaningful culture shifts I’ve seen didn’t come from erasing resistance—they came from including it.
Final Thoughts
If you're facing resistance, don’t fear it. Get curious. It’s not the enemy—it’s a mirror. It shows you where more communication, more inclusion, and more leadership are needed.
"The goal isn’t to eliminate resistance. It’s to build trust through it."
So the next time you hear pushback, pause. Lean in. That resistance might just be your biggest leadership opportunity.
Go Deeper with Talent Talk
This blog is part of a 5-part series based on Episode 75 of Talent Talk with Victor Morales. Listen to the full episode on Spotify to hear more on how to lead meaningful change with empathy and clarity.
📣 Need support navigating resistance or leading your team through transformation? VisitThe Career Establishment for coaching programmes that guide leaders through change with confidence.
Series Navigation
Part 1: Crafting a Future-Ready Vision in Uncertain Times
Part 2: Building Collective Leadership for Global Impact
Part 3: Navigating Complexity in Diverse Global Markets
Continue to Part 5: Rebuilding Trust and Engaging Stakeholders