Why Good People Resist Change

One question I hear more than most when I'm working with organisations is, "Why are people resisting the change?"

It might be a new system, a restructure, a different way of working or a completely new direction for the business. Whatever the reason, the conversation often ends up in the same place. Managers become frustrated because they feel they've communicated the changes clearly, while employees are left wondering why nobody asked for their thoughts in the first place.

This happens all the time.

However, over the years I've come to a slightly different conclusion. I don't believe most people resist change, I think they resist uncertainty.

They resist feeling that something has been decided for them rather than with them, there is a huge difference.

I've seen this whether I'm coaching senior leaders, delivering Leadership and Management programmes, running Train the Trainer courses or working with teams going through organisational change. See here our coaching services.

The organisations that create the greatest commitment aren't always the ones with the best communication plans. More often than not, they're the ones that involve people early enough for them to feel part of the journey.

For me, that is where engagement really starts.

In This Article You Will Learn

In this article we'll explore why people often appear to resist change, what leaders can do differently to build ownership and why coaching skills are becoming increasingly important during periods of organisational change.

Communication and Involvement Are Not the Same Thing

One of the biggest lessons I've learned over the years is that communication doesn't automatically create commitment.

I've worked with organisations that have produced excellent presentations, detailed FAQs, regular updates and plenty of emails explaining why a change is taking place. From a communication perspective, they've done almost everything they could.

Yet people still didn't buy into the change, that always makes me stop and think. Perhaps the issue isn't communication at all, it’s involvement.

Most of us don't expect every decision to be ours. We understand that leaders have to make decisions every day, some of them extremely difficult. What many people do want, however, is the opportunity to ask questions, share concerns and feel that their experience has been considered before everything is finalised.

Being informed is not the same as being involved.

Coaching Reinforced Something I Had Already Started to Notice

When I first began studying coaching, one of the biggest surprises for me was how much ownership people took when they discovered the answer for themselves.

As a manager it's often quicker to provide the solution. As a coach, you deliberately slow the conversation down. You ask another question, explore another perspective and encourage the individual to think a little more deeply before reaching a conclusion.

What fascinated me was what happened afterwards.

People became far more committed to the actions they had identified themselves than the ones I could have suggested within the first five minutes. That lesson has stayed with me ever since.

I now see exactly the same thing in leadership, managers don't always need to provide every answer. Sometimes their greatest contribution is creating the space for other people to contribute theirs. Take a look at our Leadership and Management courses. That simple shift creates ownership, and ownership almost always increases commitment.

Change Feels Different Depending on Where You're Sitting

Something else I want to point out is that I've observed leaders and employees often experience the same change very differently.

Leaders have usually been involved in discussions for weeks or even months before an announcement is made. They've had time to ask questions, consider different options and gradually adjust to the new direction.

Employees don't have that luxury, for them, the change often begins on the day it's announced. That means leaders may already be accepting the future while employees are only just beginning to process what it means for them.

I think that's something we sometimes underestimate, are they really resisting change?

What looks like resistance may simply be someone trying to catch up emotionally with a decision that others have been considering for months. Recognising that difference can completely change the way we lead those conversations.

The Human Side of Leadership Matters More Than Ever

Artificial Intelligence is changing the way we work, and I genuinely believe it will continue transforming organisations over the coming years. If you follow us at Target you will see the number of posts we have wrote on AI and the benefits.

It can help us analyse information, generate ideas and improve efficiency, all of which are valuable. What it can't do is help someone feel included, it can't build trust through a conversation.

It can't recognise when somebody is agreeing simply because they don't feel confident enough to disagree. Those are the moments that still belong to leaders.

Ironically, I keep saying I believe the more technology develops, the more valuable our human skills become. Communication, coaching, empathy and curiosity will continue to be the qualities that help leaders build trust and guide people successfully through change. Only humans can dig deep, AI cannot do that.

Leadership Is About Taking People With You

One thing I've become convinced of is that successful change is rarely about having the perfect plan. There is no such thing as perfection.

It's about taking people with you. That doesn't mean every person will agree with every decision, and it certainly doesn't mean leaders avoid making difficult choices.

It simply means recognising that people are much more likely to support a direction when they understand it, feel involved in it and believe their voice has been heard.

In my years of experience, that is where leadership really makes the difference.

Frequently Asked Questions

Why do employees resist change?

Employees often don't resist change itself. They are more likely to resist uncertainty, poor communication or feeling excluded from decisions that affect them.

How can managers improve employee engagement during change?

Managers improve engagement by involving employees early, encouraging questions, listening to concerns and using coaching skills to help people adapt.

Why is communication important during organisational change?

Good communication helps people understand the purpose of change, but involvement and trust are equally important for creating commitment.

How does coaching help during change management?

Coaching helps employees think through uncertainty, build confidence, explore options and take ownership of the actions they need to take.

What is the difference between communication and involvement?

Communication explains what is happening. Involvement allows people to contribute, ask questions and feel part of the process.

One Final Thought...

One thing I've learned after many years of coaching, leadership development and working with organisations is that most people genuinely want to do a good job.

They want to contribute and understand; they want to feel that their experience matters, have a voice.

Perhaps that's why I don't believe people naturally resist change. What I really think is they resist feeling disconnected from it.

When leaders take the time to involve people, listen properly and create genuine conversations, something interesting happens.

People stop feeling like change is happening to them, they begin to feel they are helping shape what comes next.

And in my experience, that's when real commitment begins.

For more information on our Leadership and Management programmes, Coaching Services or Train the Trainer courses, contact Target Training Associates on 0800 302 9344 or visit our website