Addressing Resistance to Training Initiatives

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

They were hemorrhaging money on digital tools their managers refused to use. The situation: A retail giant in the diamond industry with post-COVID digital sales tools sitting unused. Store managers resisting change. Market volatility crushing performance. Here's what every other company does: More training on features. Explaining benefits harder. Pushing adoption metrics. Here's what my client did instead: They ignored the technology completely. Instead, they trained 200+ managers on something nobody else was teaching; how to fall in love with change itself. For 8 months, we didn't focus on the digital tools once. We taught them Change Enthusiasm®, how to see disruption as opportunity, resistance as data, and overwhelm as information. We certified managers in emotional processing, not technical skills. The results were staggering: → 30% increase in digital adoption (without a single tech training session) →  2X ROI boost for those who embraced the mindset →  25% sales uplift in stores with certified managers →  96% of participants improved business outcomes Here's the breakthrough insight: People don't resist technology. They resist change. Fix the relationship with change, and adoption becomes automatic. While competitors were fighting symptoms, this company cured the disease. The secret wasn't better technology training, it was better humans. When managers learned to thrive through change, they stopped seeing digital tools as threats and started seeing them as allies. Most companies are solving the wrong problem. They're trying to make people adopt technology. We help people embrace transformation. The results speak for themselves. What would happen if you stopped training on tools and started training on change? ♻️ Share if you believe the future belongs to change-ready organizations 🔔 Follow for insights on making transformation inevitable, not optional

I recently coached a team leader who had hit a wall. Great instincts, strong vision—but every mistake felt personal. Every critique, a threat. Every missed target, a question of worth. He didn’t need more strategy. He needed to step away from some unexamined narratives stuck on repeat, and... He needed a new "Mantra Playlist" with greatest hits like: -I am not finished. I am forming. -Growth begins where comfort ends. -Struggle is the work. -I choose formation over perfection. -Failure is not final, it's formative. -Curiosity keeps me moving. -Effort shapes what talent cannot. -Progress is slower (and deeper) than it looks. -Who I’m becoming matters more than what I achieve. -Resilience is built, not born. That’s the core of a Growth Mindset. It’s not about faking positivity. It’s not about glossing over failure. It IS about rewiring your perspective (and brain) toward curiosity, learning, and development. And science spells out the payoff: -Teams that adopt growth mindset cultures see higher innovation rates and adaptability (Dweck, Harvard Business Review) -Leaders who model learning over perfection build psychological safety—the #1 predictor of high-performing teams (Google Project Aristotle) Growth Mindset isn’t a posture. It’s a system of belief that shapes resilience. The leaders and teams that endure? They don’t just chase wins. They rewire for formation: "always be learning." 📌 Where are you (or your team) being invited to grow—without needing to get it right the first time? #growthmindset #leadershipdevelopment #groundedandgrowing #formation #learningculture #resilience #leadershiphabits

𝗢𝘃𝗲𝗿𝗰𝗼𝗺𝗶𝗻𝗴 𝗥𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲 𝘁𝗼 𝗖𝗵𝗮𝗻𝗴𝗲 𝗶𝗻 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗮𝗻𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 🌟 Facing resistance to new learning initiatives or changes in training methods? You're not alone. Resistance from employees and managers can be a significant roadblock, stalling progress and hindering the successful adoption of new skills and technologies. Resistance Ignoring this resistance can be costly. It can prevent your organization from staying competitive and adaptable in a fast-evolving business landscape. Here’s how to effectively tackle this issue: 📌 Engage Stakeholders Early: Involve employees and managers in the planning phase of new learning initiatives. Seek their input and feedback to make them feel part of the change process. This reduces resistance as they begin to see the change as something they helped shape. 📌 Communicate the Benefits Clearly: Clearly articulate the benefits of the new training methods. Explain how these changes will improve their job performance, career growth, and the organization’s overall success. Use real-world examples and success stories to illustrate the positive impact. 📌 Provide Continuous Support: Offer ongoing support throughout the change process. This includes training sessions, Q&A forums, and one-on-one coaching. Ensure that employees know where to seek help and feel supported as they transition to the new methods. 📌 Address Concerns Openly: Create an open dialogue where employees can voice their concerns and questions. Address these concerns transparently and provide solutions or adjustments when possible. Acknowledging and addressing fears can ease the transition. 📌 Leverage Change Champions: Identify and empower change champions within your organization. These individuals can advocate for the new initiatives, share their positive experiences, and encourage their peers to embrace the change. 📌 Monitor and Celebrate Progress: Track the progress of the new initiatives and celebrate milestones and successes. Recognizing and rewarding employees for their adaptability and participation can boost morale and reinforce positive behavior. 📌 Provide Practical Training: Ensure that the new training methods are practical and relevant to the employees' roles. Hands-on, relatable content can make the learning process more engaging and less daunting. 📌 Use a Phased Approach: Implement changes in phases rather than all at once. This gradual approach allows employees to adapt at a manageable pace and reduces the overwhelm that can accompany significant changes. By engaging stakeholders early, communicating benefits clearly, and providing robust support, you can overcome resistance and pave the way for successful learning and development initiatives. Got more strategies for overcoming resistance to change in L&D? Share them below! ⬇️ #ChangeManagement #LearningAndDevelopment #EmployeeEngagement #TrainingInnovation #OrganizationalGrowth #LeadershipDevelopment

Even the most basic DEI training sessions can get pushback. A few years back, I was working in a fractional role supporting with some trainings and ongoing Chief People Officer leadership. We did a very basic trans-affirming training for the team and got some pretty spirited feedback claiming we were trying to "indoctrinate" the team and "push a liberal agenda." The screenshot below is how I responded. // I have folks reach out to me sometimes about how to handle backlash, so I wanted to share my approach in case it helps others facing similar issues. 〰 Try not to be reactive or respond from a place of personal offense. Maybe it's just me, but I tend to see red when I get a message like this. I typically step away, take a pause, and then come back and respond. Try to respond with a neutral tone. Even if you disagree with everything shared, if nothing else, validate their right to express their thoughts. 〰 Reinforce the purpose of the training. Focus on the core values behind the training—safety, respect, and inclusion. Explain that the goal is not to promote a political or ideological agenda but to create a workplace where everyone feels safe and valued, regardless of their identity. 〰 Point to data and lived experience: Point out that DEI training is backed by research and the lived experiences of marginalized individuals. It’s about addressing real issues like discrimination and exclusion, which even if they aren't a major issue in your workplace, are present in many workplaces. 〰 Clarify the difference between personal beliefs and workplace conduct. Look, I would love to be in the business of changing harmful beliefs, but that's not a super productive line of work. Make it clear that employees are not being asked to change their personal beliefs but are expected to uphold standards of respectful behavior toward all coworkers, clients, and customers. 〰 Offer ongoing support and resources. Let employees know that DEI is an ongoing journey. Provide additional resources, open up space for further conversations, and make it clear that you are available to answer any specific concerns they may have. This is also a great way to contain future issues and encourage that they come straight to you with concerns. Pushback is a part of DEI work, but it’s an opportunity to educate, engage, and ensure that everyone understands why inclusion really matters.

Ever tried to change a tire while the car's still moving? That's what implementing organizational change can feel like for you and your team. We've all been there. 😅 Pushing through changes without a clear strategy, hoping sheer determination and long nights would be enough. But nope. The change initiative ended in confusion, resistance, or maybe didn't make it across the finish line before everyone abandoned ship. I've been there—from implementing organization wide learning programs to updating team policies. And let me tell you, without a roadmap, it's chaos. 🌪️ ---From Chaos to Smoother Sailing---- Enter the Knoster Model for Managing Complex Change. It's like GPS for navigating the treacherous waters of change management. This model has been hanging in my office for the last 10 years, serving as a visual cue to ensure I have all 5 elements covered before taking on change initiatives. ----Here's the Model---- Vision + Skills + Incentives + Resources + Action Plan = Successful Change 🔹 Vision: Where we want to go 🔹 Skills: What we need to know 🔹 Incentives: Why we should care 🔹 Resources: What we need to use 🔹 Action Plan: How we'll get there -----The Impact of Missing an Element---- 🚫No Vision? Confusion reigns 🚫Lacking Skills? Anxiety spikes 🚫Forget Incentives? Resistance grows 🚫Skimp on Resources? Frustration builds 🚫Skip the Action Plan? False starts abound Over the years, this model has become my diagnostic tool. When I hear confusion about where we're going or what we're trying to achieve, I immediately know I haven't been clear on the vision element. 🚩 It's like a red flag waving, telling me to step back and refocus on communicating our goals and business objectives. Similarly, when I notice people are confused about how they're going to meet the vision, it's a clear sign that I haven't properly set them up for success with the right skills. This realization always prompts me to pause and reassess where I can improve. 🔄 It's a simple framework and can also be used as a self-assessment tool. Now, it's your turn to put this model into action: Think about a change initiative you're currently planning or struggling with. Which of the five elements needs your attention most? Is your vision crystal clear? Are your team's skills up to par? Which element are you excellent at?

Organizations spend an estimated $160 billion annually in the U.S. and over $366 billion globally on leadership development programs. Yet, only 25% of organizations think their leadership development programs are successful. (Research from Brandon Hall Group) Let me tell you the reason this gap exists (and how to change it): Too many programs focus on how to deliver content to their team members. But there's a problem with even the best content. Only 10% of training is retained when not reinforced through real-world application (per a study cited in the HBR). Even the best leadership content will stay just that... they are simply ideas. These theories will stay theories until leadership development programs integrate ways to implement them into the day-to-day of participants through real-world application. That's why I believe most organizations focus too much on leadership training content. Even world-class content falls short when there's not a bridge built between theories and application. To get to the core of that behavior change, we need to build the bridge. That looks like: 1. Adapting content to be more strategic and integrate real business challenges that exist. When we're solving real problems, it stops being about theory. That means content may change real-time, even during a session. 2. Creating community through cohort-based learning. When we do leadership development, it's more important to create long-term resources than provide short-term content fixes. Community and mentorship create active conversation around how we want to choose to lead inside our organizations. 3. Build real-time resources for participants. This might look like conversation starters for 1-on-1s, changing team meetings to adapt content theories into practice, or providing participants access to coaches as they go through real-time challenges. Just-in-time learning is key as we go to make changes to our behavior. If you're investing in leadership development programs at your company, think about the bridges you're building between the content and your business. How easy is it for participants to see and implement new behaviors into their day-to-day? What do you think? Do you think content is king? Or do you think other components matter more for behavior-change effectiveness?

⚡I am just going to say it: more often than not, organizations in the biotech industry allow training to take a back seat to immediate production demands. But here's the reality... neglecting training and education today leads to costly errors tomorrow. 🌟 Lessons from High-Reliability Industries: Industries like aviation, nuclear power, and healthcare have learned this the hard way. By investing heavily in training and human performance, they've not only reduced errors but also enhanced operational efficiency and safety. *Aviation introduced Crew Resource Management (CRM) training, drastically reducing communication-related errors and fostering a culture of teamwork and safety. *Nuclear Power implemented rigorous operator training and error prevention tools, leading to a significant reduction in incidents and unplanned shutdowns. *Healthcare adopted simulation-based training for surgical teams, resulting in fewer errors and improved patient outcomes. 🚧 Why is there resistance? Despite these clear benefits, here's what I have come to find: *Operational Pressure: Immediate production demands overshadow long-term training needs. *Perceived High Costs: Training is seen as expensive, with upfront costs and downtime being deterrents. *Short-Term Focus: Emphasis on immediate gains and quarterly targets leads to deprioritization of continuous education. *Cultural Resistance: Established routines and a one-time training mindset create resistance to ongoing learning. *Regulatory Compliance Mindset: Companies often prioritize meeting regulatory training requirements over broader employee development. *Lack of Visible Outcomes: The long-term benefits of training are not immediately quantifiable, leading to skepticism. *Leadership Gaps: Insufficient leadership advocacy for training signals that it is not a priority. 💡 So what do we need to do? *Align Training with Strategic Goals: View training as an essential part of achieving operational excellence, not just a compliance requirement. *Embed Training into Daily Operations: Make training a regular, integral part of the workday. Short, focused sessions can be just as impactful as longer courses. *Lead by Example: Senior leaders must visibly prioritize and participate in training initiatives, sending a clear message that continuous learning is non-negotiable. *Invest in Sustainable Training Infrastructure: Modernize your training methods—think e-learning platforms, VR simulations, and dedicated training time. *Create a Culture of Continuous Improvement: Foster an environment where learning is ongoing, and where mistakes are seen as opportunities for growth, not just failures. 🚀 Incorporating regular training into the workday = building a resilient, high-performing workforce capable of dealing with the complexities of biotech manufacturing. The investments we make in our people today will drive our success tomorrow and it's time we make training a top priority in our industry. #manufacturing #training

Change Resistance isn't your enemy. It is valuable intelligence about your transformation. According to Prosci research: The #1 reason employees resist change isn't stubbornness. It's lack of awareness about why change is happening. When employees resist transformation: - They're not being difficult - They're expressing legitimate concerns - They're signaling engagement, not apathy - They're providing crucial feedback Here's what successful transformation leaders understand: 1. Prevention Beats Reaction Organizations that plan for resistance are more likely To meet transformation objectives than those who don't. Address concerns before they become roadblocks. 2. Awareness Drives Adoption Transparent communication about the "why" behind transformation People support what they understand. 3. Focus on Root Causes Resistance typically stems from: - Fear about job security - Lack of clarity about personal impact - Disengaged leadership - Comfort with current state Address these directly instead of symptoms. 4. Engage Early and Often Organizations that involve employees in transformation planning See higher adoption rates and significantly less resistance. Involvement creates ownership. Transformation success depends not on eliminating resistance, But on leveraging it to strengthen your approach. Leading transformation? DM me "TRANSFORM" to discuss strategies for turning resistance into engagement.

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.