Overcoming Resistance To New Business Goals

I recently worked with a team driving a significant change initiative, only to face a lot of pushback from their team members. It reminded me of something Dr. Brené Brown has shared from her research: The number one shame trigger at work is fear of irrelevance. When we’re in shame, we behave in very patterned ways: we avoid, we appease and people-please, or we fight against. As leaders, we often find ourselves in positions to lead change. If we’re not considering how that change might trigger fears of irrelevance, we’re only making the process harder. Think about it. When team members feel irrelevant, they might: Avoid: Missing meetings, not engaging in discussions, or failing to contribute ideas. Appease and People-Please: Agreeing with everything without offering genuine input, overcommitting to tasks, or trying too hard to please everyone. Fight Against: Openly resisting changes, being overly critical, or spreading negativity. These behaviors can seriously hinder your change initiatives. Avoidance leads to a lack of innovation and progress. Appeasement results in half-hearted efforts and burnout. Resistance creates friction and slows down the entire process. As leaders, it’s crucial to recognize these patterns and address them head-on. Start by acknowledging the potential fear of irrelevance. Open up conversations about how changes might impact roles and responsibilities. Show empathy and understanding. By creating an environment where team members feel valued and relevant, we can ease the transition and make change less threatening. Encourage open dialogue, validate concerns, and highlight the importance of each person’s contribution. Remember, leading change isn’t just about the new processes or strategies—it’s about the people. Addressing the emotional aspects of change can transform resistance into resilience and pushback into progress. Next time you're leading a change initiative, consider how you're addressing these emotional triggers. How have you navigated these challenges with your team? Let’s share our stories and insights! #facilitator #thoughtleadership #businessleaders #teamdevelopment #decisionmaking Leading Authorities, Inc.

According to a Bain survey, 65% of initiatives fail because they require significant behavioral change. Making business changes stick long-term is one of the greatest challenges leaders face. Here’s how to overcome this hurdle: 1. Clarify Objectives: Without crystal-clear objectives, your team will struggle to understand the "why" behind the change. Define the goals in simple, actionable terms that resonate with every level of the organization. 2. Reinforce Behavioral Change: Behavioral change isn't a one-time effort. It requires consistent reinforcement. Regularly communicate the importance of new behaviors, and celebrate small wins that align with the change. 3. Support Commitment to the Goal: Leaders must visibly commit to the change. This commitment builds trust and signals to the team that the initiative is not just another passing trend but a core part of the company's future. 4. Ensure Accountability: Accountability is critical. Assign clear ownership for each part of the initiative. Use metrics to track progress, and hold individuals and teams responsible for meeting their targets. 5. Combat the Swirl of the Day Job: One of the biggest obstacles to lasting change is the day-to-day swirl of existing responsibilities. Prioritize the change by integrating it into daily routines and making it part of the fabric of the organization. During a recent corporate carveout, we faced the challenge of transitioning from a legacy culture to a more agile, entrepreneurial mindset. The real hurdle wasn't just setting new strategies but ensuring everyone aligned with the new way of thinking. By focusing on these key areas—especially reinforcing new behaviors and combating the daily distractions—we successfully embedded the changes into the company’s DNA, turning a potential roadblock into a stepping stone for growth. Remember, the real problem often isn't the change itself but our collective unawareness of what truly needs to be done to make it stick. Focus on these key areas to ensure that your business changes become lasting improvements rather than temporary adjustments. #Leadership #ChangeManagement #BusinessTransformation #Carveout

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

Last week I went to my 30-year business school reunion (How is that even possible?!) My time at Northwestern University - Kellogg School of Management was one of the best chapters of my life, and it was amazing to reconnect with so many classmates. One of the highlights was sitting in on a class with Professors Loran Nordgren and David Schonthal, co-authors of The Human Element: Overcoming the Resistance That Awaits New Ideas. They unpacked a powerful idea that’s especially relevant to leaders today: “When we’re trying to get people to adopt something new, we focus too much on fuel—and not enough on friction.” In other words, we often assume that the best way to promote a new idea (e.g., getting people to come back to the office) is to add incentives: free lunch, paid parking, happy hours, etc. That’s the fuel. But it turns out that what’s often stopping people from embracing change isn’t a lack of fuel. It’s friction. And friction, Nordgren and Schonthal say, often goes unseen. So my big question was: what is the friction for returning to the office? I know from talking to leaders every day that the fuel is definitely not working! Nordgren and Schonthal shared that the friction is the perceived loss of autonomy. People got used to having more control over their day, whether that meant walking the dog, taking a child to school, or squeezing in a midday workout. And they’re resisting (strongly!) giving that up. Like many leaders, I was overly focused on the fuel and not on the friction. So what can Great Human Leaders do? In their book, Nordgren and Schonthal offer five strategies for reducing friction and helping employees return to the office in a way that works for everyone: 1. Acknowledge the friction. Normalize that change feels uncomfortable, and share that you’re navigating it, too. In other words, be vulnerable.   2. Seed ideas early. People resist surprises. Introduce changes gradually, through regular conversations and communications. Let new ideas become familiar before you ask for commitment.   3. Invite input. Co-designing doesn’t mean consensus from 50,000 people. (Thank goodness!) Identify a diverse group to offer feedback.   4. Frame it as an experiment. People are more open to change when it feels temporary and revisable. Revisit, refine, repeat.   5. Name your constraints. Be clear about the business needs. When people know what’s on the table (and what’s not), they’re more likely to engage meaningfully. In a world that’s constantly changing, great human leaders know that the way new ideas are introduced matters as much as the ideas themselves. So before you add more fuel to the RTO fire (or any workplace fire!) pause and follow the advice of Nordgren and Schonthal, and ask: What’s the friction I need to remove?