Strategies for Handling Resistance to Project Changes

We don’t resist change. We resist not knowing where we’ll land. Most pushback is rational. We hold on to what’s worked because the next step isn’t clear. If we don’t see the logic, If it doesn’t feel safe to try we stall. Every time. The job isn’t to “manage resistance.” It’s to de-risk what’s ahead. Here are 7 strategies that have helped my teams (and me) move through change faster: 1. Model it first → If leaders don’t go first, nothing moves. → We follow behavior, not slide decks. 2. Share the why, not just the timeline → Don’t wait for the perfect plan. → Share what’s changing, what’s at stake, and what we’re betting on. 3. Involve the people closest to the work → Real alignment doesn’t come from top-down decisions. → It comes from early input. 4. Make the first step feel doable → We don’t need the full blueprint. → Just a clear first move we can act on with confidence. 5. Train for what’s different → Belief ≠ readiness. → We resist when we don’t feel equipped. 6. Name what’s really going on → Resistance often hides fear or confusion. → Ask early. Ask directly. Don’t let it build. 7. Show it’s working and work hard on what’s not → Small wins build trust. → But trust grows faster when we’re honest about what still needs fixing. Most of us try to scale with complexity. But the real unlock? We simplify. That’s how we move forward - together. * * * I talk about the real mechanics of growth, data, and execution. If that’s what you care about, let’s connect.

How do you take a resistant team and guide them through a successful transformation? I led a team that went from evaluating programs to developing them—a complete transformation. At first, there was a lot of pushback, but by understanding their concerns and using a thoughtful approach, we made the transition work.   ---Here’s what I learned--- 🔸Resistance isn’t about the change—it’s about fear of loss. Through candid one-on-one conversations, I discovered the team feared losing their expertise. 🔸Facts don’t inspire change. Stories do. Rather than overwhelm them with reasons for the shift, I shared stories. Emotional buy-in through storytelling sparked curiosity. 🔸Small behavioral nudges lead to lasting change. We didn’t push the team into full-scale program development right away. Instead, we used small steps that eased them into the transition. This made the change feel natural, not overwhelming. 🔸Your biggest resister can become your strongest advocate. I focused on the team’s informal leader—the person everyone trusted. Once he embraced the change, the rest followed. 🔸Embrace failure as a stepping stone to success. We reframed setbacks as learning opportunities. By openly discussing challenges and solutions, we created a culture where innovation thrived and fear of failure diminished. 🏡 Think of change like remodeling a house. Exciting, but full of unexpected snags. In business, it’s the same—something always comes up. Plan for it. Expect it. 💡 Key Lesson: Resistance isn’t a roadblock—it’s part of the process. Expect pushback and guide your team with strategic nudges. What unexpected challenges have you faced when leading change?

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior