By Tim Huff
President & CEO, TLG
Wow. 2025 is bringing a huge amount of change! Major policy shifts at the national level, economic uncertainly, organizational structure changes… the list goes on! While change is inevitable in any organization and a natural part of life, how we acknowledge and address change in our organizations can define who we are as leaders.
Whether it’s policy-driven or budget-driven program cuts, a shift in remote work policies, organizational restructuring, or hiring freezes, leaders often face workforce resistance when major changes disrupt the status quo. Employees experiencing these shifts may feel a loss of control, fear of the unknown, or even a disruption to their professional identity.
However, resistance to change isn’t necessarily a sign of insubordination or negativity, it’s a natural human reaction. The role of a leader is not to force compliance but to understand, acknowledge, and address the concerns of their workforce in a way that reframes change as an opportunity for growth and alignment with shared values.
Why Resistance Happens
Workplace resistance often stems from three key psychological factors:
- Loss of Control – Employees may feel powerless when decisions that impact their daily work are made without their input. The shift from autonomy to uncertainty can create anxiety and disengagement.
- Fear of the Unknown – Without clear communication, people tend to assume the worst. Uncertainty breeds rumors, speculation, and a sense of insecurity.
- Identity Disruption – When change alters the nature of someone’s work, it can shake their sense of purpose. Employees who found meaning in specific projects, roles, or ways of working may struggle to redefine their place in the new structure.
Recognizing these emotional drivers helps leaders respond with empathy rather than frustration. Resistance isn’t about stubbornness; it’s about people trying to make sense of an evolving landscape.
How Leaders Can Navigate Resistance Effectively
Leaders who successfully guide teams through resistance do so by acknowledging concerns, reinforcing stability, and framing change as an opportunity. Here’s how:
1. Acknowledge and Validate Concerns
The worst thing a leader can do is dismiss resistance as irrational. Employees need to feel heard before they can move forward. Simple yet powerful acknowledgments like, “I know this change is difficult” or “I understand why this decision feels unsettling” go a long way in building trust.
Consider holding open forums, listening sessions, or one-on-one meetings where employees can express concerns without fear of retribution. Transparency is key. Leaders don’t have to have all the answers, but they should communicate what they do know and commit to sharing more as decisions unfold.
2. Frame Change as an Opportunity
While change often brings challenges, it also brings new possibilities. Leaders should help employees see change not as an end, but as a beginning.
- Opportunities to Succeed – Reframe challenges as chances to showcase adaptability, creativity, and resilience. Employees who can navigate change successfully often emerge as stronger contributors and future leaders.
- Opportunities to Grow – Change frequently comes with new perspectives, new skills to develop, new roles to step into, or fresh ways to innovate. A leader’s role is to help employees see their personal growth potential.
- Opportunities to Live Organizational Values – Change can be a test of an organization’s core values. If a company values integrity, respect, and responsiblity, leaders should actively reinforce these values through the change.
3. Reinforce What’s Not Changing
Amid uncertainty, employees find comfort in stability. Leaders should highlight the elements that remain constant, such as the organization’s mission, core values, and long-term vision. Even when structures, policies, or teams shift, anchoring employees in familiar, unwavering elements helps reduce anxiety.
For example, if a company is eliminating a popular initiative, leaders can emphasize that while policies may be shifting, the organization’s commitment to respecting, appreciating, and valuing EVERYONE remains unchanged.
4. Provide Clarity and Frequent Communication
In times of change, silence is a breeding ground for fear. Leaders must communicate frequently and consistently. When updates are available, share them. When details are still unfolding, acknowledge the uncertainty rather than letting rumors fill the gaps.
Use multiple communication channels—town halls, emails, small group discussions, and team meetings to ensure everyone stays informed. Encourage two-way dialogue so employees can ask questions and get real answers.
5. Foster a Culture of Adaptability
The organizations that thrive in a changing world are those that build adaptability into their culture. Leaders should model adaptability themselves by remaining open to feedback, adjusting plans when necessary, and demonstrating a mindset of learning rather than just directing.
Encourage employees to embrace a mindset of growth by celebrating small wins along the way. Recognize those who lean into change with optimism and resilience. By normalizing change as an ongoing process rather than an isolated event, leaders can help teams develop long-term flexibility.
Turning Resistance into Resilience
Resistance to change is not a roadblock, it’s an opportunity for leaders to engage, support, and guide their teams toward a stronger future. By acknowledging concerns, reinforcing stability, and framing change as a path for new opportunities, leaders can turn resistance into resilience.
Every major transformation comes with challenges, but great leaders know that the most successful organizations aren’t those that avoid change, they’re the ones that embrace it with clarity, confidence, and a commitment to bringing their teams along for the journey.
Closing Thought
As you reflect on your own leadership style, consider this: How can you help your team see change not as something being done to them, but as something they can actively shape? The answer to that question may be the key to unlocking a more engaged, adaptable workforce… one that THRIVES through transition rather than resists it.