“We had a massive problem with resistance.”

That’s often the conclusion when a transformation effort crashes and burns. It couldn’t possibly have been the terrible strategy, the lack of communication, or the fact that the CEO and CFO nearly got into a wrestling match in the boardroom. Oh no!

The problem must have been the middle managers who didn’t do their job or the employees who just “don’t get it.”

This is not a psychology lesson, but still: welcome to Leadership Gaslighting 101 where the red flags line up as…

🚩 Employees pointing out real problems.

🚩 Leadership dismissing them as “negativity” or “resistance.”

🚩 The initiative stalling and ultimately failing.

🚩 Leadership blaming employees for “not embracing the vision.”

Listen up, leaders, change managers, project leads and HR business partners: It’s not the change itself that people resist. It’s the BS with which it is often served: unrealistic timelines, indifference of existing workloads, ignorance of processes on the ground, disregard of the wisdom of the people actually doing the work.

People typically respond with resistance when:

• Change has no clear rationale – Instead, the purpose and expected benefits of the change should be crystal clear, because “Leadership said so” isn’t a valid strategy. 
• Change makes things worse – If the new system is slower, clunkier, and creates more work, don’t expect applause.
• Change has no management buy-in – If managers don’t support the change, why should anyone else?
• Change ignores past failures – Chasing the same old concept through the organization under a new name just treats employees like fools. They’ve been there and have the t-shirts.

If people are “resisting,” maybe they’re not the problem. Maybe the change itself is broken. Admitting that would mean taking accountability. But why do that, when you can just blame the organization?

Welcome to The Friday Confessional. If you know, you know.