Why Your Team Resists Change (Even When They Agree With It)

Why is it that, at times, the need for change is blatantly clear, people understand the why behind the change, and they also grasp the clear strategy to navigate the change successfully, yet you still get resistance? Why do you still feel that people are angry about the change and maybe even at you for making them navigate the change? If the why, how, and when are super clear, why do people still resist and fight you moving forward?

This is often because, as a leader, you’ve done a great job of explaining the FACTS of change, but possibly you’ve failed at validating and accommodating the FEELINGS associated with change.

FACTS – Information, evidence, and strategy that paint a clear picture of the why, how, and when, legitimizing the need for change and instilling confidence moving forward.

FEELINGS – The emotional rollercoaster individuals ride when navigating change, regardless of their understanding of the change.

Daniel Goleman’s research on emotional intelligence sheds light on this dilemma, suggesting that we actually have two brains: a thinking brain and a feeling brain. While the front of our brain (the prefrontal cortex) oversees logic and reason, the back part of our brain (the amygdala) serves as the hub of our emotions and emotional memory.

In times of fear and anxiety, such as during periods of change and uncertainty, our emotional brain can take control, shutting down things like logic, reason, and empathy. This often results in attitudes, opinions, and responses that may be inconsistent with our usual demeanor and values. It’s a classic case of emotional hijacking in which our primal reactions take control, leading to resistance and pushback against change initiatives, even when we understand their necessity and rationale.

In other words, it’s perfectly normal not to feel upbeat about change—even good change; however, the goal is to minimize these emotional hijacks as much as possible. This doesn’t mean shutting down our emotions but rather acknowledging them, understanding what’s triggering them, and determining what we need to do to “wake up” our logical brain. Doing so can prevent us from saying or doing things that we’ll regret.

This is when the power of caring leadership and team support comes into play. When everyone recognizes the emotional challenges of change, they can rally around each other, offering understanding and encouragement during moments of frustration and stress. This is also when leaders need to check in more frequently at a one-on-one level with their team members to see where they’re at emotionally and to explore how to support them when they’re struggling with the change.

Practical Steps to Address Feelings-Based Resistance

When facing ‘feelings-based’ resistance to your change initiative from your team:

1. Create Space for Emotions: Open team meetings with the question, “How are you feeling about the change?” Validate the feelings expressed, showing that you acknowledge and respect their emotional responses. As team members feel heard and supported, you’ll likely see their guards drop and experience better alignment on your change initiatives.
2. Increase One-on-One Interactions: Schedule more frequent 1:1 meetings with team members during high-change periods. This allows for personalized support and helps you gauge individual emotional states.

By implementing these steps, you’ll create an environment that balances both the FACTS and FEELINGS of change, leading to smoother transitions and more effective change management.