If you’re facing resistance in your transformation efforts, take it as a good sign. Resistance means you’re making enough of an impact that people feel the change. And that’s exactly what you need to build momentum.
A client recently shared their frustration about encountering pushback during their transformation. But when we looked deeper, only about 10% of people were resisting, while the vast majority were on board. That’s actually a great result. It meant they had reached a critical mass of support, and the real challenge was strategically managing the remaining dissenters, particularly those who are in influential roles or particularly vocal.
But resistance isn’t only about the individuals pushing back, it’s a reflection of your culture. Understanding why people resist is just as important as overcoming it. Sometimes, resistance highlights gaps in communication, trust, or alignment between leadership and teams. Addressing these deeper cultural signals strengthens not just your strategy but your organization’s long-term ability to adapt.
You don’t need to get everyone on board. As Daniel Pink put it: “Great leaders don’t aim for universal approval, they aim for impact.
So, how do you keep building strategy momentum while managing cultural resistance? Here are three key moves:
1. Build your willing coalition first
Start by securing your key supporters, those with influence and those most affected by the change. This small group will help you influence the middle.
2. Pull the middle In
Once you have the core group aligned, the undecided middle is easier to pull in, not push. Use strategic engagement and communication to tip them toward action. Find out why people are resisting and address these reasons directly. When the momentum reaches a tipping point, a critical mass, you have a “flywheel effect”, and the shift starts to happen on its own.
3. Exit the permanent resistors
Here is a hard truth: some people will never get on board. Your duty as a Change Leader is to act in the best interests of the business as a whole and maintain momentum. When necessary, you will need to make tough decisions about those who actively undermine the change. If you retain people who don’t represent the culture, are negative about your strategy and who are unlikely to change, they will undermine what you are building.
By leaning into resistance rather than fearing it, you turn it into fuel for strategic execution. Resistance isn’t failure. It is proof that you’re moving fast enough to make an impact. And if you take the time to understand what it says about your culture, you’ll emerge even stronger.
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Quote of the week
Daniel Pink, bestselling author
“If 100% of people agree with you, you’re probably playing it too safe.”
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About Lisa Carlin
Lisa Carlin is a Strategy Execution Specialist. She works with business leaders to plan and execute their strategies in tough environments. Her clients love having her expertise and guidance to navigate their workplace culture and use AI to achieve success.
Lisa created The Turbochargers Hub, so leaders can master the art of strategic influence and generate momentum for organizational change.
Lisa is author of the globally acclaimed newsletter, Turbocharge Weekly, read by 8,000 business leaders.
Lisa’s career includes roles at McKinsey and Accenture, then running her own business since 1999. Over this time she has delivered over 50 implementations with a 96% success rate.