Three Reasons Why Your Employees May Be Resisting Change
Change is an essential part of growth—not only for individuals but also for organizations. As a senior business leader, you already know that evolving and adapting is the only way to stay competitive and relevant. But, here’s the catch: while change is necessary, it’s not always easy. In fact, resistance is one of the biggest hurdles we face when trying to implement new strategies, processes, or cultural shifts.
Today, I want to dive deep into why your people might be resisting change. I’ll share insights based on my experience and research, highlighting three fundamental reasons behind resistance. Understanding these will empower you to lead your teams more effectively through transitions, ensuring smoother adoption and better outcomes.
Why Change Is So Critical for Growth
Before we jump into the obstacles, let’s acknowledge why change matters so much. Every one of us needs change to evolve and grow as human beings. The same applies to organizations. For a business to thrive, it has to adapt—not just in operations but also in the mindset and behavior of its people.
A high-performing team is one that can quickly adapt and adopt change. But adaptation doesn’t happen by magic. It requires individuals who are ready and willing to embrace new ways of working, thinking, and interacting. When resistance creeps in, it slows down progress and can even derail transformation efforts.
The Three Main Obstacles to Change
Through years of working with leaders and teams, I’ve identified three core obstacles that often halt progress during change initiatives. These aren’t just external challenges; they’re internal, deeply human reactions that we all experience to some degree. Let’s break them down.
1. Past Experiences: The Body Remembers
One of the most powerful forces working against change is our past. But here’s an interesting twist: it’s not just the mind that remembers past experiences—it’s the body too. This is what we call somatic memory. Our body holds onto emotional and physiological memories of previous events, especially negative ones.
Think about it. The brain isn’t the only center of intelligence. We also have intelligence in our heart and gut. That’s why when we’re nervous or anxious, we don’t just feel it in our head; we feel it in our chest and stomach as well.
If someone has experienced negative outcomes from past changes—maybe a failed project, a bad restructure, or a shift that hurt their career or relationships—their body remembers that. When faced with a new change that resembles those past experiences, their body instinctively prepares for the worst. This “priming” triggers resistance because the body is trying to protect itself from another negative encounter.
So what can you do as a leader? You need to create positive experiences around the new change. This means intentionally fostering quick wins, celebrating small successes, and building optimism. When people’s bodies start associating the change with positive emotions and outcomes, they can override those negative somatic memories.
Remember, facts and logic alone won’t shift these deeply ingrained responses. You have to change how people feel, not just what they think. Building an environment that supports positivity and physiological safety is key.
2. Beliefs: The Invisible Barriers in the Mind
The second major obstacle is beliefs. Beliefs shape how people interpret the world, including how they perceive change. These aren’t necessarily factual or rational beliefs—they are what people truly believe to be true, whether or not it’s objectively accurate.
Over the years, I’ve identified nine core beliefs that influence how people respond to change. You don’t need all nine perfectly aligned, but the more aligned they are, the less resistance you’ll encounter. Here are the first four:
1. Goal Alignment: Do the individual’s personal or professional goals align with the change? If not, resistance is likely because the change feels irrelevant or even threatening.
2. Perceived Value: Does the person believe the change is worth it? If they don’t think the benefits outweigh the costs, they won’t fully commit.
3. Responsibility and Accountability: Does the individual believe they are responsible for making the change happen? Without this belief, engagement will be low.
4. Self-Efficacy: Does the person believe they have the ability to succeed in the change? Confidence is critical—without it, resistance grows.
If any of these beliefs are out of sync with the change you’re implementing, expect pushback. This resistance may be conscious or unconscious, but either way, it will slow progress.
If you’re curious about the other five beliefs, feel free to reach out—I’d be happy to share them in a follow-up discussion.
But the takeaway here is clear: beliefs matter. They form the mental framework through which people interpret change.
3. Current State: The Capacity to Change
The third obstacle is the current state of your people—their physical, emotional, and cognitive capacity to adapt. This is often overlooked but incredibly important.
In today’s fast-paced, high-pressure world, many people are feeling burnt out, overwhelmed, and low on energy. This isn’t just a feeling; it affects their entire system. When someone is exhausted or emotionally drained, their ability to engage with new challenges diminishes.
As leaders, we often say, “We need our people to move faster, innovate more, and embrace change.” But the real question is: Are they in the right state to do that?
If someone is physically tired, emotionally stressed, or cognitively overloaded, they simply won’t have the bandwidth to take on change effectively. Resistance in this case isn’t about stubbornness—it’s about capacity.
Recognizing this means we need to be more empathetic and strategic about timing and support. This could involve:
· Providing additional resources or training
· Allowing time for recovery and rest
· Creating psychological safety where people can express concerns
· Breaking down changes into manageable steps
By addressing the current state, you reduce resistance and increase the likelihood of successful adoption.
The best way to address their state is through training like our Human Potential Optimization programs. If interested, send me a message by clicking below.
Putting It All Together: How to Lead Change Effectively
So, what does this mean for you as a leader? Understanding these three obstacles—past experiences, beliefs, and current state—gives you a powerful framework to diagnose and address resistance.
Here are some practical steps you can take:
1. Address Past Experiences: Create positive early wins and celebrate success to reprogram negative somatic memories.
2. Align Beliefs: Communicate the value of change clearly, ensure alignment with goals, and build confidence through training and support.
3. Support Current State: Assess your team’s capacity and provide the necessary resources to build physical, emotional, and cognitive readiness.
By focusing on these areas, you move beyond superficial change management tactics and tackle the root causes of resistance. This not only accelerates adoption but also builds stronger, more resilient teams.
Final Thoughts
Change is hard, but resistance doesn’t have to be a barrier. When you understand that resistance often stems from deep-seated body memories, beliefs, and current capacity, you can lead your people through change with empathy and effectiveness.
Remember, change isn’t just about new processes or strategies—it’s about people. It’s about how their bodies, minds, and emotions respond. As leaders, our job is to create the conditions where people feel safe, capable, and motivated to embrace change.
If you take nothing else away from this, let it be this: change is a human experience. The more we honor that, the better we can lead and succeed.