Change is inevitable. So is resistance to it – unless it’s winning the lottery, which is welcomed with open arms and perhaps a joyful “hallelujah.” Wouldn’t it be great if employees accepted workplace changes as readily?

Here’s a simple exercise to demonstrate how change feels: cross your arms. Now reverse the position and cross them the opposite way. How does it feel? Uncomfortable, right? With enough practice, you could train yourself to make this new way feel normal. This principle applies to larger-scale change, too! Just think of the rapid adaptations organizations made during COVID-19.

Why Resistance Is the Default

Change is constant in organizations, yet rarely do employees eagerly embrace it. Imagine this scenario: in a monthly meeting, Project Manager Chris introduces a new Customer Relationship Management (CRM) system with enthusiasm, only to face questions like:

• Why do we need this new software?
• The current system works just fine!
• Whose idea was this? Impossible!

It’s a moment many managers know well. Resistance often stems from the origin of change – whether employees are initiators (proactively driving change) or discoverers (reactively adapting to imposed changes). Discoverers, like Chris’s team, go through eight stages of change:

1. Denial: “This can’t be happening.”
2. Anger: “This will never work.”
3. Nostalgia: “Everything will be different.”
4. Fear: “What will the future look like?”
5. Negotiation: “How can we adapt? What are the benefits?”
6. Decision: “I can live with this.”
7. Readjustment: “Here’s how I’d approach it.”
8. Commitment: “This works well. I like it.”

Not everyone spends equal time in each stage, nor do they follow the stages in the same order. Managers need to help their teams navigate this curve effectively.

Leading Teams Through Change: Practical Strategies

A manager’s success depends on the team’s ability to adapt and thrive during transitions. Here’s how to guide them through the change process:

• Acknowledge the stages: Recognize that resistance is natural and part of the acceptance journey.
  
  
• Let the process unfold: Allow team members to progress through the stages at their own pace.
  
  
• Personalize your approach: Tailor your leadership style to match where each team member is in the change curve. For example, don’t expect commitment from someone still in denial.
  
  
• Avoid shortcuts: Rushing team members through stages may backfire, causing them to revert or stall.

This last point is especially important. People aren’t always transparent about their feelings. You may think they’ve reached commitment when they’re still grappling with fear or nostalgia. Skipping steps might seem efficient but could lead to costly setbacks later.

Navigating the Decision Stage with Balance

The decision stage is a critical turning point in managing change well. Managers must balance two roles: participative (collaborative) and executive (directive). Consider these questions:

• What risks arise if I’m not assertive enough?
• What stage might my team members revert to if I handle this poorly?
• What’s stalling their progress?
• Who makes the final decision?

Sometimes, managers are also discoverers of change. This dual role demands creating the right conditions for the team’s acceptance while processing the change themselves. Assertiveness in leadership ensures team members don’t get stuck cycling through stages, which can harm morale and productivity.

Exemplary Managers Lead by Example

Here’s a common pitfall: a manager, like Phil, announces changes with reluctance. Imagine him saying:

“The Board decided to change the order control system. Honestly, it feels pointless, but I have to implement it.”

Such an attitude undermines the team’s motivation and acceptance. Managers must first process change themselves, reaching commitment before guiding their team through it. By embracing change personally, you can inspire confidence and foster a smoother transition.