Here's how you can conquer resistance to change when solving problems in Strategy.

It’s not always fear of change per se, it’s sometimes lack of understanding as to ‘the why’ change is being made. Being able to clearly and concisely communicate ‘the why’ followed by answering the question ‘what’s in for me’ often goes a long way to people to support and join in with the change.

Absolutely agree with this. It is key that Organisational leaders and the sponsors of the change are visible and make the case for it. Leadership need to step up and embrace the change and the challenge it brings, then there is far more chance of the change building momentum and being successful

When addressing resistance to change, understanding fear is crucial. Acknowledge Fears and Concerns. Focus on the Present Moment. Seek Support. Fear is a natural response, but it can be overcome with the right mindset and support.

When introducing a new strategy, involve those affected. In a past project, we held brainstorming sessions where everyone’s input shaped the final plan. This sense of ownership transformed skeptics into advocates. When people feel heard and valued, they’re more likely to embrace change. Or, even better, own it as their own and help drive it.

Clarity is essential. Clear Communication, Visual Aids and Examples, Defining Roles and Responsibilities for each and every one, Addressing Concerns Proactively, Constant feedback Loops.

Create wins to reduce resistance. Set quick, achievable goals that showcase the benefits of change. In a recent project, we celebrated a small sales increase after implementing a new strategy. This small victory built confidence and enthusiasm, showing the team that change brings positive results. Small wins pave the way for bigger successes.

Creating wins builds confidence and momentum, making it easier to overcome; Acknowledge Small Victories Demonstrate Success Stories Involve Influential Champions Communicate Success Metrics

For every program, there are two sets of wins. Here’s how to map them out. #1: Define Success Early. Start by knowing what victory looks like for the project. Create a single, shared brief that “starts at the end,” similar to Amazon’s PRFAQs. This document defines business success. #2: Unveil Hidden Wins. “Win” is personal. While the brief outlines business success, it might miss individual motivations like power, recognition, or financial gain. (Note: Keep this stakeholder “win” list private.) By mapping these two sets of wins—business and stakeholder—you’re ready to celebrate success on all fronts. Showcase achievements, personalize the journey, and drive success for everyone involved.

Support transition by offering training and resources, and maintaining an open-door policy for concerns. During a recent change initiative, we set up weekly Q&A sessions and provided extra training. This support system made people feel heard and helped them adapt more easily. When individuals feel supported, resistance fades and adaptability grows.

Sustain momentum by continually communicating progress and benefits. In a recent project, we sent weekly updates highlighting small wins and gathered team feedback to tweak our approach. Keeping the energy high and showing tangible benefits turned initial resistance into lasting enthusiasm. Continuous engagement is key to lasting change.

Your sentence describing leadership is totally accurate. Too many people in leadership believe it means they should dictate everything - somehow they still end up in leadership roles but where they don’t end up is leaving a positive legacy. They may achieve some financial targets but at what long term cost?

I was a director of strategy at Microsoft for many years and let change management at a global level for one of the large sales transformations. Creating a unified tone at the top at a leadership level is critical and ensuring as a leader you are leading by example and ensuring your managers are trained in change management principles leading by example is critical too. It is also helpful to align incentives around the outcomes of the change as well as the soft leadership skills required in the change management process through employee feedback.

Lead by example. During a major shift in our company, I embraced the new processes first, showing my team I was committed. This built trust and encouraged others to follow. Remember, actions speak louder than words—demonstrating your belief in the change can inspire your team to do the same.

When tackling strategic issues, you'll likely face pushback from those comfortable with the status quo. Don't force change top-down. Instead, get people involved early through workshops and feedback loops. Highlight the risks of inaction and benefits of evolving. Accommodate concerns where possible, but stick to your principles on key issues. Provide training and continuous support during implementation. Celebrate small wins to build momentum. Most importantly, lead by example - embodying the behaviors you want to instill.