Strategies for Overcoming Resistance in Mergers

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.

The Physics of Business Success: Newton On Organizational Change Having participated in a large number of corporate transformations, I've often wondered: What separates successful change initiatives from those that collapse? The answer, surprisingly, lies in Newton’s Laws of Motion. The Inertia Trap Newton's First Law states that objects at rest stay at rest. In business, this manifests as organizational inertia – the silent killer of innovation. Kodak and Blockbuster both “saw the future” but their gravitational pull toward the status quo proved fatal. Force, Mass, and the Art of Change F = ma isn't just a formula – it's a business prophecy. The larger your organization (mass), the more force required to create acceleration (change). Satya Nadella illustrates this perfectly. Rather than attempting one massive change, he created a "growth mindset" culture that valued continuous learning and experimentation, and transformed Microsoft into a $2 trillion cloud/AI computing giant. The Resistance Paradox Newton's Third Law explains why 70% of transformation initiatives fail. Every push for change creates an equal organizational pushback. But some leaders have cracked this code. I witnessed this firsthand at American Express during a revolutionary marketing transformation. Sophia Skinner (Lundberg), my boss, understood that overcoming organizational resistance required more than just a good strategy – it needed momentum. Her approach was masterful: 1. Coalition Building - Daily lunches with key influencers across departments to build trust through listening and recruiting change champions outside of formal structure 2. Grassroots Momentum - Established a People Leader Forum for middle managers to drive innovation through empowerment that became the engine of change 3. Breaking Hierarchical Barriers - Pioneered "Leadership Team Minus One" meetings to facilitate honest dialogue among equals to win over potential resistors. In a similar fashion, Abhishek Mittal at Wolters Kluwer is a master in thinking big but breaking them into small experiments each of which allow easy in-market testing with customers and making progress through iterative success and learning. Yes, on the surface it is slow movement but when you keep moving 365-days a year, a step forward every day adds up to tremendous progress and you get a portfolio of award winning patented AI-enabled expert solutions in market. Both, Sophia & Abhishek have understood the physics of organizational change - momentum. The Momentum Equation In physics and business alike, the key to adaptation isn't force – it's momentum. Organizations that maintain constant motion through experimentation, learning, and coalition building don't fear market shifts. They're already in motion, ready to pivot to what’s next. As leaders, our primary job isn't to manage change – it's to create and sustain the momentum that makes change possible. Share the techniques you have seen Change Makers take?

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