Leaders often assume their team resists change because they don’t understand it, don’t like it, or aren’t cut out for it. In reality, resistance to change is not about attitude. It’s about the way the human brain is wired.
Our brains are pattern-seeking machines. They crave predictability because it saves energy. When we know what to expect, our brain runs efficiently. When we don’t, when we’re asked to do something new or uncertain, it triggers a threat response. That discomfort? It’s not weakness, it’s normal.
The problem is: business doesn't care about our brains' preferences. Markets shift. Technology evolves. Customer needs change. If you want to stay competitive, your team has to be adaptable. So the real work of leadership isn’t about forcing change. It’s about creating the conditions for your team to move through the discomfort of change without getting stuck in it.
Name the Disruption, Not Just the Direction
Too many leaders launch a new initiative, strategy, or org structure without acknowledging what it will disrupt. When leaders pretend everything is fine, teams feel disoriented, or worse, dismissed. We teach leaders to normalize the tension of change. Before you talk about where you're headed, talk honestly about what’s ending, shifting, or uncertain.
Try saying:
- “This will change how we work, and that might feel bumpy at first.”
- “I know this brings new expectations and unknowns. That’s real.”
- “Here’s what’s staying the same, and here’s what’s not.”
When you name the emotional terrain ahead, your team feels grounded; even in motion.
Shift from Explaining to Enrolling
When people resist change, leaders tend to double down on explanation: more rationale, more logic, more PowerPoint decks. But understanding why doesn’t always lead to buy-in.
That’s why we teach leaders to stop explaining and start enrolling. The key question becomes:
“How can I invite people into the change instead of pushing it on them?”
That looks like:
- Asking for input on how to execute change, even if the what is non-negotiable.
- Involving team members in identifying risks and solutions.
- Creating space to surface concerns without labeling them as negativity.
When people feel heard, they start to invest. When they contribute, they commit.
Break Big Change Into Small Certainty
The faster the pace of change, the more overwhelmed your team can feel. When everything feels in flux, motivation drops. That’s why micro-certainty matters. You don’t need to make the whole future clear, you need to make the next step clear.
Ask:
- “What does success look like this week?”
- “What’s one thing we can measure or deliver right now?”
- “Where can we give people ownership quickly?”
Every small win rebuilds belief. Every step forward reduces the brain’s perceived threat. This is how momentum is built: not through sweeping vision statements, but through clear direction and quick progress.
Lead Through Change With Adapt in 30
The truth is, change is never one conversation. It’s a process of guiding people through uncertainty, resistance, confusion, and effort, all while still getting results. That’s why Lead in 30 exists: to help managers stop managing chaos and start building change-ready teams. Stop treating resistance as a problem to fix, and start leading it as a process to guide. That’s what great leadership looks like.