The human brain is wired to seek safety, predictability, and routine. In times of disruption or ambiguity, our default response isn’t progress, it’s preservation. That’s because biologically, change is interpreted as a threat. It lights up the amygdala, triggering stress responses designed to keep us in familiar territory, even when that territory is no longer serving us.
Unfortunately, what keeps people safe doesn’t always keep businesses strong. Today’s operating environment rewards adaptability, speed, and innovation, not comfort. That’s where leadership becomes essential because when change is inevitable and resistance is natural it’s the leader’s job to help people move through the tension instead of getting stuck in it.
It’s up to the leaders to bridge this gap. To lead change not just by mandate, but through clarity, trust, and consistency. Let’s explore how you can do that with your team.
Recognize the Resistance, But Don’t Cater to It
The first leadership mistake during times of change is underestimating how deeply people crave certainty. The second is over-correcting for that craving by watering down decisions or delaying necessary action. Instead, acknowledge the resistance without surrendering to it. Start by normalizing the discomfort:
“It’s completely normal to feel uncertain right now. Our brains are wired to resist change, but that doesn’t mean this change is wrong.”
When leaders name what’s happening, they reduce the psychological noise. People can move from fear to focus. They stop asking, “What’s wrong with me for feeling anxious?” and start asking, “What do we do next?”
Anchor Change in Purpose
Brains look for stability, and the most reliable anchor during change is purpose. 3rd leaders don’t just explain what’s happening, they explain why it matters. That“why” becomes a cognitive anchor point that helps the team reorient when things feel unclear or chaotic. Here’s where your Team Key Results (TKRs) come into play. When change is directly tied to TKRs people are more likely to engage with it. The conversation shifts from vague disruption to aligned movement:
“We’re making this shift to better serve our customers and hit the TKR by reducing turnaround time by 20%. Here’s how it connects.”
Purpose doesn’t eliminate discomfort, but it gives it meaning and meaning fuels resilience.
Shrink the Unknown
One reason brains resist change is that they overestimate what they’ll lose and underestimate what they’ll gain. That’s why clarity is your secret weapon. Rather than talking about change in abstract, broad strokes, break it down into near-term steps and visible milestones. Define what will stay the same, and what will shift. The more leaders reduce ambiguity, the less room there is for fear to grow.
Instead of saying, “We’re changing how we handle customer requests,” say:
“Starting next Monday, requests will route through one new system. We’ll train everyone Friday, and we’ll monitor results through June.”
This kind of communication gives people a roadmap that has the ability to turn change from threat into process.
Create Space for Voice, Not Vote
One of the most misunderstood aspects of leading change is the idea that you either tell people what to do or you let them decide everything. But 3rd leaders know there’s a middle ground: create space for voice, not vote.
Let people share concerns, flag roadblocks, and offer feedback on implementation. When employees feel heard, even if their ideas don’t drive the final decision, they’re more likely to support the outcome. You might say:
“The decision to move forward is firm. But how we implement it is still open to input. What do you need in order to succeed with this?”
This approach communicates respect, while keeping momentum.
Practice Change, Don’t Just Announce It
Leaders often assume change is a single event; a big announcement, a kickoff meeting, a memo from the top. But real change is a behavioral process. It requires reinforcement over time. This is why regular team check-ins, feedback loops, and public progress updates matter so much. They give the team a rhythm and a reference point. Leaders can ask:
- “What’s working?
- Where are we stuck?
- What's one adjustment we can make this week?
Overtime, the change becomes less of an initiative and more of a norm.
Certainty Isn’t the Goal, Progress Is
If you wait until everyone is comfortable to take action, you’ll wait forever. The goal of effective leadership isn’t to eliminate tension. It’s to guide your team through it, anchoring them in purpose, inviting their voice, and keeping their eyes on the progress that matters most. Brains might love the status quo, but the future belongs to the teams that know how to move beyond it.