Welcome to managing resistance! Here’s a business reality: even when you carefully plan and communicate organizational changes, employees may still resist.

This isn’t a sign of poor leadership—it’s a normal part of change management that effective leaders anticipate and address proactively.

Engagement Message

Recall a time a colleague or team member resisted a well-intentioned business change—what was their reaction?

Consider this: an employee accustomed to daily check-ins might feel unsupported when you reduce oversight, even if they’re ready for more autonomy.

The resistance isn’t about your management—it’s about human nature. People get comfortable with established routines, even if those routines limit growth.

Engagement Message

Why do you think familiar business processes feel safer than new, growth-oriented ones?

Here’s a key distinction: legitimate concerns versus change resistance. Legitimate concerns highlight real issues with your change strategy or timing.

Change resistance is about discomfort with the new approach itself, not actual flaws in your management decision.

Engagement Message

Name one clear difference between a legitimate concern and simple resistance to change in a business context.

Legitimate concerns sound like: “I’m worried I don’t have enough experience with this software to manage it alone,” or “Can we review the project criteria before I start making independent decisions?”

These reflect thoughtful analysis of readiness and specific skill gaps.

Engagement Message

What makes these concerns “legitimate” rather than just resistance?

Change resistance sounds like: “You used to be more involved in my projects,” or “I preferred when you gave me step-by-step instructions.”

These focus on comfort with the old way, rather than concerns about capability or readiness.

Engagement Message