How to turn opposition into energy for transformation
Dear readers,
Change is part of everyday life in almost every organization because the world around us keeps evolving, and smart organizations evolve with it. But change also brings uncertainty and fear, especially for employees. You probably know the reactions all too well when you announce something new: the first sceptics speak up, others cling to established ways and reject the new.
This tension between what is new and unfamiliar and what is known and offers security is a central factor in every change process.
Which raises the key question:
| How do you steer change without losing your people along the way? Your role is to understand resistance, to explore it through empathetic dialogue, and to address it constructively, ultimately creating a shift in behaviour on several levels. If you manage to turn scepticism into a shared goal, you pave the way for change that everyone can support. |
Handled constructively, resistance can transform uncertainty into a stabilising force. An active, dialogue-based and relationship-oriented approach can turn sceptics into contributors who help shape the change. Instead of facing rejection and frustration, you gain your employees’ support and foster a culture of trust. Research shows that as little as 20% of committed supporters can often be enough to anchor change across an entire team. When you handle resistance wisely, you create a momentum that both stabilises and drives change from within.
Resistance is not the enemy of change, but often a natural expression of the need for security and reliability. People are not resisting change itself – or you as a leader – but the feeling of losing familiar ground beneath their feet. Ignoring these reactions, or dismissing them as disruptive, is a mistake. These emotions hold valuable information: they reflect your employees’ needs and fears and offer important clues on how to support the transition.
Silence or a complete lack of resistance in the face of significant change should, on the other hand, raise your attention. It may indicate that the change is not being taken seriously – or that employees have already disengaged from the process, withholding open resistance. Resistance, by contrast, shows that people care and are emotionally engaged. If you can read and work with that resistance, you can shape the process meaningfully and strengthen trust along the way. Welcome resistance into the conversation – take an interest in it – without creating the impression that resistance alone will change the course entirely. The key lies in turning towards the person first; only when that fails should you assume purely self-serving motives.
Successful transformation requires more than just a vision. It needs a clear path to guide your people through change. Here are some key ways to break down resistance and get your team on board for the journey:
- When resistance arises, see it as an invitation to collaborate.
Address your employees’ concerns, listen actively, and try to uncover the underlying reasons. Resistance is often like a safety rope, holding people back from a free fall. If you take hold of that rope and offer security, you build trust and make change possible. And let’s be honest: truly wanting to understand the other person’s perspective during resistance is not always easy when your own mandate is to drive the change forward.
- Stories move people, and that´s your opportunity.
Craft a Change Story that not only explains the benefits but also offers an emotional anchor. Paint a picture of a shared future that combines the best of the familiar and the new. This story should be tangible, inspiring, and above all, authentic. If your people can see themselves in it, uncertainty turns into confidence. Pro tip: use a metaphor or analogy that vividly describes the upcoming change. It will help it stick in people’s minds.
- Involvement turns sceptics into co-creators.
Engage employees early, invite their ideas and experience. This fosters a sense of “we” and turns the process into something they shape, rather than something that happens to them. It strengthens both the team and trust in the change. The old saying “turn those affected into those involved” applies and it’s worth thinking about involvement not just at the project start, but throughout the process.
- Transparent communication is the backbone of transformation.
Keep people about progress, challenges and small wins informed. Honest, open communication builds the trust needed to reduce uncertainty and answer questions. Show that every piece of feedback matters, and create an environment where people feel safe and valued. Psychological safety ensures new ground can be explored and inevitable mistakes can become learning opportunities for everyone.
- Resistance is not an obstacle to be eliminated, but a force to be understood, directed and used.
Your task as a leader is to recognise its value, work with it, and turn it into positive energy. With a clear, motivating Change Story and open, transparent communication, you build the trust needed to make transformation possible. You foster a culture that sees change as an opportunity and actively drives it forward.
If you can see resistance as a resource, the transformation will not only succeed – it will be sustainable, stable, and driven by a shared vision. That’s how you create an environment where your team embraces change and experiences it as part of growth.
Yours,
Alexander Noß
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We support transformation and development processes |
Image source: Photo by 8photo on Freepik
