Resistance to change is inevitable, and not always bad.
When many leaders face backlash to change, their instinct is to push right back. A more successful initial response will be to react with appreciation and interest: “Thanks for taking the time to share your thoughts and feelings. It is great to see that you care so much about the organization. Help me fully understand your viewpoint.”
If you can do this sincerely, you might be surprised by the response.
Sometimes people just want to vent. If you actually hear them then their concerns might dissipate.
Other times you may be surprised that they have a very good point and give you ideas about how to change your plans to some point.
In other situations, people may have more serious concerns that you do not agree with. In those cases, here are a few suggestions based on a recent article in Harvard Business Review:
1. Reframe Resistance, Don’t Personalize It. When others are upset, our brains often assume we’ve done something wrong. However, most of the time, people’s reactions have less to do with you and more to do with their own fears. People must often grieve what they’re losing before they can embrace what they’re gaining. Understand that the backlash you’re experiencing is a natural byproduct of processing the end of something familiar.
2. Acknowledge Discomfort Without Apologizing. You can validate a colleague’s experience without backtracking on the decision to move the organization forward. The key is showing empathy while making it clear the choice is final. Try statements that show you’re listening without signaling that the course is open to reversal: “I understand that this shifts how you’ve been operating and that’s hard. I’m committed to supporting you.”
3. Redirect Conversations to Next Steps. When discussions dwell on why the decision is wrong, gently pivot to implementation and execution. Be clear about what’s negotiable and what’s not. For example: “I hear your concerns, but at this point we need to focus on next steps. What support do you need from me?” By directing people’s desire for contribution to areas where they can meaningfully move things forward, you may turn resistance into productive effort.
4. Amplify Your Early Adopters. There are likely people who agree with you or are already seeing progress, but they may be less vocal than the opposition. Give them a platform to share their support and what is working. In team meetings, ask them to share their experience, positioning it as information-sharing that helps everyone succeed.
Leading change is one of the most important responsibilities we take on as leaders. Navigating backlash is a predictable—and often necessary—rite of passage that separates good managers from leaders who drive meaningful change. You can do this!
