Starting a new job or new initiative has always been a thrilling experience for me. Each time, I’ve walked in with fresh eyes, innovative ideas, and a strong desire to make a meaningful impact. But early on in my career, I encountered a common roadblock: how to deal with resistance to change.
I’d start sharing my thoughts, eager to contribute, only to hear an experienced colleague say, “We tried that before, and it didn’t work.”
Personally this phrase is a huge pet peeve for me. But over time, I learned how to turn that resistance into an opportunity.
Here’s how I’ve successfully navigated this challenge, and I hope these insights will help you do the same.
Step 1: Embrace Resistance to Change
The first time I dealt with resistance to change, it felt like someone had pulled the rug out from under me. But I’ve learned to take a deep breath and recognize that this resistance is actually a valuable part of the process. It’s there to help me learn, grow, and ultimately, make better decisions.
When I faced this challenge, I realized that it wasn’t just about my ideas—it was about how I was presenting them and the trust I needed to build within the company. Instead of seeing resistance as a roadblock, I began to view it as a stepping stone.
Rather than get frustrated, I took these encounters as opportunities to clarifying my thinking and messaging.
Step 2: Establish Your Brand as the Realistic Optimist
In my experience, one of the most effective ways on how to deal with resistance to change is by building relationships—and that starts with listening.
Early on, I learned that even the best ideas can fall flat if you’re seen as pushy or overly pessimistic. Trust is the key to influence, and without it, people won’t be open to your suggestions.
I’ve made it a point to establish my brand as someone who values the past while looking toward the future.
Admiral James Stockdale says it best:
“You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.”
With this in mind, I start to understand our current reality and its brutal facts. This gives me insight to why certain individuals are resisting change.
To do this, I ask probing questions with genuine interest and listen with humility. For example, I might ask:
- “In your opinion, what stopped this from working?”
- “At the time, did you think this was a good idea? What changed?”
These questions have helped me show my colleagues that I’m not just there to push my own agenda—I’m there to learn from their experiences and collaborate on finding the best solutions.
It also gives me signals as to whether their concerns are well thought out and grounded in reality.
Step 3: Seek Understanding
I’ve found that one of the best ways to gain valuable context is to seek out the company’s “historian”—that person who’s been around for years and knows the ins and outs of the organization. They know how the company and even that person deals with resistance to change.
Ideally you can find a few historians from different areas of the company so you get a holistic understanding of where the organization was and how it got to where it is now.
By understanding the company’s history, I’ve been able to avoid repeating past mistakes and make more informed decisions. Often through this process you understand why there is resistance to change.
This approach has not only clarified my vision for the future but also helped me establish trust with my colleagues. They see that I care enough to learn from the past, which makes them more open to my ideas.
Step 4: Iterate on How to Deal with Resistance to Change
One of the most valuable lessons I’ve learned is the importance of flexibility. When I receive feedback, I genuinely consider it and adjust my plans as needed.
In this process, historians can be invaluable, offering a practical perspective on your ideas. However, it’s important to be mindful that they might sometimes lean toward pessimism or be confined to a specific way of thinking.
To balance this, I like to involve experts who have achieved significant success in other companies but are newer to our organization. Their fresh perspective provides a realistic yet optimistic outlook on the situation and the path ahead.
It is here that you can provide these experts a view into how to deal with resistance to change from certain people. This is incredibly valuable as they are likely trying to figure out how to navigate the same issues.
This iterative approach demonstrates to my colleagues that I’m not just stubbornly pushing my own ideas—I’m open to adapting and collaborating.
That said, I’ve also learned that not everyone will always be on board. There will always be some who are naturally pessimistic or jaded. I’ve come to understand that my role isn’t to win everyone over but to secure enough support to keep the initiative moving forward.
Step 5: Balance Optimism with Realism
Finally, I’ve learned to balance my optimism with a healthy dose of realism. I use the feedback from pessimists as a gut check, but I don’t let it derail me. I’ve found that the truth usually lies somewhere between their skepticism and my optimism.
Optimists are often unfairly labeled as being out of touch with reality, but optimism or pessimism doesn’t determine how grounded someone is.
For example, a pessimist who believes there’s a lion in the room and panics is just as disconnected from reality as an optimist who thinks the lion will be friendly. Reality check: There isn’t a lion in the room.
Conclusion
Overcoming resistance to change isn’t easy, but with the right approach, it’s possible to turn it into an opportunity for growth.
By listening, learning from the past, and being flexible, I’ve been able to navigate these challenges and establish myself as a trusted, innovative leader.
I hope these strategies help you do the same in your career. Embrace the process, and you’ll be well on your way to making a lasting impact in your new role.