Change Resistor
Change is hard—not only for teams, but also for leaders, because it requires us to guide others through uncertainty while managing our own. One of the most important things to remember is that resistance is not a barrier to overcome. It is a signal. Resistance often reveals where people feel uncertain, disconnected, or unheard.
The strongest leaders do not avoid discomfort. They face it directly, respond with intention, and use it as a learning tool. During times of transition, others look to leadership for cues. If leaders model resilience, curiosity, and a willingness to grow through discomfort, others are far more likely to do the same.
Even the most change-resistant team member takes notice when a leader stays engaged, steady, and open. What makes the difference is not perfection but presence; it is the willingness to stay in the discomfort long enough to lead through it. This session focuses on how to recognize resistance, respond to it with clarity, and guide others through it with steady leadership.
Self-Assessment:
Change Resistor
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
1. Do I tend to lean into change, resist it, or try to control it?
2. When I feel resistant, do I notice patterns like withdrawal, over-analysis, or deflection?
3. Do I offer meaningful support when my team shows signs of resistance?
4. Do I create space for people to express concerns and ask questions without judgment?
5. Do I clearly communicate the purpose behind a change, not just the details?
6. When team members push back, do I become defensive, dismissive, or curious?
7. Do I model adaptability, resilience, and openness when things are changing?
8. What do I want to remember about who I am as a leader when conditions are uncertain and others are looking to me for direction?
Remember, this self-assessment is just a starting point for understanding your knowledge of Change Resistance as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your strengths and areas for improvement.
“People don’t resist change. They resist being changed.”
Preparing to lead change requires more than strategic planning. It also requires you to understand what people experience during the process. While many change efforts begin with clear intentions and well-defined goals, leaders often encounter hesitation, pushback, or disengagement… and sometimes this comes from individuals they least expect.
This resistance is not usually a reaction to the change itself, but is instead a response to what the change might mean. Unspoken questions begin to surface. Will I still have control over my work? Will this affect my role? Will I be able to keep up? Will I lose something important to me?
Leaders who have led change initiatives and encountered strong resistance are not imagining it. Research summarized in California Management Review shows that resistance is one of the most common reasons organizational change fails. Even in high-performing teams, uncertainty can trigger protective responses. People may worry about losing stability, autonomy, or connection. They may question whether they will succeed in the new environment or whether the change aligns with their values.
Neuroscience reinforces this interpretation. The brain processes uncertainty using the same neural pathways activated by physical pain. These reactions are often automatic and unconscious. Therefore, resistance is not usually about being difficult; it’s a signal that something feels unclear or threatening.
“Driving change takes a lot of courage, and it takes the willingness to challenge an organization regardless of how big it is.”
The good news is that resistance can be addressed. In some cases, it can even offer useful information. Pushback may point to a gap in communication or a need for greater support. When leaders respond with inclusion, transparency, and patience, resistance often begins to ease. People are more willing to engage when they feel informed, involved, and supported.
Understanding what drives resistance starts with knowing what people are really concerned about. Below are five core questions employees often carry during times of change—and how your response can make a meaningful difference.
Will this create more work for me? When people anticipate added responsibilities or unclear expectations, they often disengage. Even the perception of extra work can create tension, especially if they feel their current workload is already at capacity.
Will I lose my job? Job security is a common concern during periods of restructuring, realignment, or cost-cutting. Fear of being left behind or eliminated can shut down trust and motivation.
Will I lose autonomy or control? Many employees value independence in how they work. When a change feels like it reduces that control—through new systems, increased oversight, or unclear boundaries—they may resist to protect their sense of ownership.
Will this affect my relationships at work? Strong working relationships are often what keep people engaged and supported. If a change disrupts teams, reporting lines, or peer connections, people may fear losing that daily connection or support.
Do others actually support this? People take cues from their peers and from informal influencers across the organization. If they are unsure whether others are committed to the change, they may hesitate to engage.
These questions are not a sign of weakness. They are a sign that people are paying attention to what the change means. Effective leaders don’t ignore these concerns. They address them directly, with transparency and empathy, to build clarity and trust.
Understanding how individuals operate under pressure is essential for leading through change and reducing resistance. To do this effectively, leaders must recognize where they—and their teams—are operating in terms of comfort and challenge. The idea that growth happens just beyond the comfort zone is now widely accepted in leadership development, though that was not always the case.
Karl Rohnke and other experiential educators helped introduce the Comfort Zone, Stretch Zone, and Panic Zone model, which is now common in change and learning frameworks. This model provides a useful lens for understanding how people respond to challenge and why a certain level of discomfort is necessary for growth.
Each of these zones—Comfort, Stretch, and Panic—reflects a different mindset, energy level, and capacity for learning. Knowing how to navigate between them helps leaders avoid stagnation, prevent burnout, and support meaningful development.
“You have been assigned this mountain so that you can show others it can be moved.”
The Comfort Zone: Familiar, Safe, and… Stagnant
The comfort zone is where most of us naturally gravitate. It is where we feel confident, competent, and in control. We know the rules, understand the expectations, and face few surprises. It feels good, but there is a catch.
Little risk means little growth.
Leaders who spend too long in the comfort zone can become complacent. Their skills plateau, innovation slows, and their teams may begin to lose energy and direction. While it is important to return to this zone to recharge, staying here too long is a missed opportunity.
Ask yourself: What am I doing out of habit, not intention?
The Stretch Zone: Growth Lives Here
This is the zone of productive discomfort. It is where you are challenged, but not overwhelmed. You are learning new skills, trying unfamiliar approaches, having tough conversations, and stretching your thinking. It is uncomfortable, and that is the point.
In the stretch zone, your brain is working harder, your awareness is heightened, and your growth accelerates. For leaders, this is the optimal space. It is where resilience is built, leadership presence is sharpened, and breakthroughs happen.
But the stretch zone requires intentionality. It takes self-awareness, courage, and often, the support of others. Too much pressure, too quickly, can push you into the next zone.
Ask yourself: Where am I being stretched right now — and what am I learning from it?
The Panic Zone: Growth Shuts Down
The panic zone is the danger zone. It is what happens when the demands of change exceed our capacity to respond. Fear, stress, and anxiety take over. Instead of adapting or growing, we shut down, resist, or retreat. Resistance in this zone is not laziness or defiance—it is a sign that the change feels overwhelming or unsafe.
This zone can be triggered by major disruptions, unrealistic expectations, or a buildup of smaller stressors that go unaddressed. Leaders in the panic zone may feel reactive, emotionally drained, or paralyzed. Teams feel it too. When it goes unspoken, resistance spreads and uncertainty grows.
While the panic zone is not always avoidable, it can be managed. Strong support systems, clear communication, healthy boundaries, and time for reflection can help bring people back to the stretch zone. That is the space where challenge remains, but growth is possible.
Ask yourself:
Have I pushed too far, too fast?
Where might resistance—mine or others’—be signaling a need for more support?
What do I need to regroup, refocus, and move forward more intentionally?
Growth does not happen by staying safe in the comfort zone, but it also does not happen in the chaos of the panic zone. The most meaningful development happens in the stretch zone, where challenge meets capacity and learning can take root. By noticing where individuals are in this spectrum, you can respond with empathy, adjust your approach, and create the right conditions for progress. The goal is not to eliminate discomfort, but to lead yourself and others through it with purpose, awareness, and support.
Leadership isn't about being fearless. It's about being brave enough to stretch — and wise enough to know when it's time to rest.
Leading a change resistor can be tricky, but with the right mix of empathy, strategy, and clarity, you can often bring them along…or at least reduce the drag!
Here are some best practices you can use:
Understand the Resistance
Ask questions to uncover the why behind the pushback—fear, confusion, loss of control, or past negative experiences?
Avoid labeling them as "difficult" too quickly; it can often be situational or emotional.
Listen and Acknowledge Concerns
Give them space to be heard.
Reflect their concerns back: “It sounds like you’re worried this will increase your workload in the short term.”
People often resist less when they feel truly heard.
Connect to Purpose
Reframe the change in terms of shared values or goals.
Help them see what’s in it for them, their team, or the broader mission.
Involve Them
Invite them to participate in shaping the change—this increases ownership and reduces resistance.
Even small contributions can create buy-in.
Educate and Equip
Sometimes resistance is rooted in uncertainty or skill gaps.
Provide training, support, or peer examples to help them visualize success.
Be Patient, But Hold Steady
Change is a process, not a switch. Give them space to adjust.
But also be clear about non-negotiables: “We’re doing this—but how we get there can be flexible.”
Leverage Influencers
Pair them with a respected peer who is already on board.
Peer influence can often move someone more effectively than top-down messaging.
Recognize Progress
Acknowledge when you see shifts in attitude or behavior, even small ones.
Recognition can reinforce and accelerate change.
Resistance is not a barrier. It is a signal that something important needs your attention. The leaders who navigate it well are the ones who slow down, listen closely, and lead with clarity and purpose.
In The Areté Way approach to creative leadership, helping others grow through resistance is not about having the perfect message or plan. It’s about staying engaged, responding with intention, and showing what it looks like to move forward even when things are uncomfortable. As you continue through this module, reflect on how you respond to resistance—yours and others—and how you want to lead through it. The next session will explore how to turn setbacks into strength and build long-term resilience in yourself and your team.
Reflection Questions for Supervisors:
Think of a time someone resisted a change. What did you learn from how you responded?
When do you find it hardest to stay open to feedback or pushback?
What does a supportive response to resistance look like from your position?
How can you create space for your team to voice concerns without losing direction?
Elevate your understanding of Change Resistance by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
Overcoming Emotional Barriers to Change (7:05)
Why Change Is So Hard—Even When You Want It