Turning Resistance into Engagement for Lasting Change

Lately, I've been coaching several senior leaders spearheading complex change.

After in-depth conversations about managing the resistance they were facing, one leader had a key realisation: change isn't just about systems and processes; it's about people and psychology.

We often focus on technical aspects, but the real challenge lies in understanding what engages people and triggers resistance.

People drive change

This is one of the main reasons I'm passionate about the work I do.

Too often, I see leaders focusing on the result and the concrete steps to get there while neglecting the more nuanced and critical area of understanding and engaging their people. Yet, it's ultimately the people who will drive the change. Ignore them at your peril.

Placing emphasis on the human aspects of any change smooths the process and ensures the results are sustainable.

Change is more than just a shift in systems; it's a shift in behaviours and attitudes—and that all comes back to how you engage with your people.

Encountering resistance to change

I was invited to work with an organisation where the leader was tasked with introducing new technology across the business. This technology would integrate a division's entire function, ultimately making the same division redundant. Unsurprisingly, the change process was stalling. My client, who had replaced the previous leader, needed help with the resistance she encountered.

When I attended one of their project team meetings, the tension in the room was palpable. Team members sat with folded arms and glum faces, and one particularly vocal individual dominated the meeting, constantly being negative or suggesting a "better" alternative.

After exploring how the change had been handled so far, it became clear why there was so much resistance. The people responsible for delivering the change—including training others in processes they were once accountable for—were the same people who would eventually lose their jobs. It was the classic case of "turkeys voting for Christmas," except these turkeys weren't eager to vote, understandably.

Getting on track

My role was to address this resistance and help get the project back on track. The deadline for launching the new technology was looming, but the team had stopped designing and delivering the necessary training.

I uncovered a textbook case of how not to involve people in a change journey. It wasn't that the previous leader or current team were unkind or indifferent, but the immense pressure to cut costs and move quickly meant that the people's side of the equation had been overlooked.

Millions had been spent on the new software, ensuring it had the necessary functionality to meet business demands. However, in the rush to implement it, the emotional and psychological impact on the people involved had been largely ignored.

The division's Managing Director (MD) had attempted to hold sessions to discuss the change, giving people the chance to voice their concerns. However, when I attended one of these sessions, it was evident that the approach was more about "talking at" rather than "talking with." When it came time for questions, the room fell silent. The MD took this as a sign that people were content, unaware that the formal, large setting needed more conducive to open conversation.

The project team had been hastily assembled from division members affected by the change, many of whom were distressed. Some were subtly—and not so subtly—sabotaging the process. One individual, let's call him Dave, for example, spent his time outside of meetings moving from one team member to another, complaining and criticising.

Unsurprisingly, the project was stalling, and my client was exasperated and unsure how to get people on board. At the core of most resistance is fear—whether it's fear of losing control, rejection, the unknown, or failure. And wherever there is fear, there is ego, our hard-wired defence system designed to reduce our anxiety.

Implementing a plan

To turn things around, I worked with my client to implement activities designed to engage people by reducing their anxiety and defensiveness and keeping them invested.

Here's how we did it:

1.???? Listen and Understand

We set up one-to-one meetings with each project team member, giving them the space to express their concerns and feel heard. Empathy was key. Listening with an open heart and mind allowed us to fully understand people's perspectives.

2.???? Co-Creation

Once trust and understanding were established, we could begin co-creating a compelling future for each person. People could see the value of their contributions and explore the opportunities ahead for them.

3.???? Naming the Dynamics

Co-creation was essential to get people involved and move the change programme forward. There was still resistance in the early design sessions, and encouraging participation felt like pulling teeth. I paused the discussion and asked the group to reflect on how we were working together. One team member said, "It feels like wading through treacle." That simple acknowledgement shifted the mood. We agreed that we were all responsible for improving the process, and participation increased significantly.

4.???? Regular Check-Ins

We established a series of individual and team check-ins. Engaging people is about building a relationship of mutual respect and understanding over time. Regular one-to-one and team check-ins ensured that we kept our finger on the pulse and could address any concerns before they became roadblocks.

5.???? Have the Tough Conversations

A turning point came when my client realised she was expending more energy on trying to win over Dave, her team member who was actively sabotaging the process, than engaging those ready to move forward. Managing her emotions and ego was crucial to a productive conversation with him. She set boundaries around acceptable behaviour and gave him the choice to step back from the project. This ultimately led to a win-win, as he wanted to explore other opportunities within the organisation.

Following these principles, we re-engaged a disenfranchised team, ensuring the project moved forward. The team successfully co-designed and delivered the training, allowing the company to capitalise on its investment in new technology and improve overall efficiency.

Final Thoughts

Leading change isn't about pushing systems or processes forward. It's about recognising that people aren't resisting you—they're resisting the fears and uncertainties that come with change. When you take the time to listen, empathise, and coach, you create an environment where people feel safe, heard, and engaged.

Change may be complex, but it's always about people at its heart.

Do share your thoughts and experiences in the comments.