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Rebellion or Buy-In? How to Flip Skeptics into Champions of Change

Writer's picture: Yasmeen BoaheneYasmeen Boahene




The biggest challenge my clients face when navigating change is employee resistance. They often see resistant employees as intentionally difficult or oppositional. While that can sometimes be the case, more often, resistance runs much deeper. It’s rarely about the individual, it’s a reflection of larger cultural and organizational dynamics.

Resistance is often a signal of unspoken concerns, underlying office politics, or a disconnect between leadership and the workforce. Ignoring it, or worse, labeling people as “problematic”, only deepens the divide. Instead, resistance should be seen as an opportunity to uncover what’s really going on beneath the surface and address the factors driving it.

Let’s explore why resistance happens, what it reveals about culture, and how leaders can transform skeptics into champions of change.


Resistance: A Symptom, Not the Problem

When employees resist change, the instinctive reaction is to see them as the issue. But resistance is often a mirror reflecting deeper organizational challenges.


What Resistance Really Signals


  1. Distrust of Leadership: If employees don’t trust leadership’s intentions, they’ll question any initiative—no matter how well-crafted. Past experiences of broken promises or poorly implemented changes often amplify this distrust.

  2. Misalignment with Values or Culture: Resistance can signal that the proposed change conflicts with the organization’s established norms, values, or unwritten rules. Employees may feel the change undermines what they believe is most important.

  3. Unresolved Office Politics: Power dynamics, silos, and interpersonal rivalries can turn even the most positive change into a battleground. Employees may resist because they fear losing influence or because the change favours one group over another.

  4. Overwhelm or Change Fatigue: In workplaces where change is constant, employees can feel overloaded. Resistance here isn’t about the change itself, it’s about survival in an environment that feels relentless.


By understanding these signals, leaders can address the root causes of resistance instead of merely treating the symptoms.


Turning Resistance into an Opportunity

Resistance is a natural human response to uncertainty. Instead of trying to “manage” it away, leaders should reframe it as an opportunity to strengthen culture, build trust, and create alignment.


1. Diagnose Before You Act

Don’t rush to implement change without understanding how it will land. Use tools like anonymous surveys, focus groups, or one-on-one conversations to identify:


  • Key concerns employees have.

  • Where resistance is strongest.

  • Cultural or political tensions that may influence the change.


This diagnosis helps tailor your approach and shows employees you’re listening—a critical step in earning their trust.


2. Acknowledge the Elephant in the Room

Cultural and political dynamics don’t disappear just because leadership avoids them. If office politics or competing priorities are at play, leaders need to address them openly.

For example:


  • If employees perceive favoritism in how the change benefits certain teams, acknowledge it and explain how fairness will be ensured.

  • If the organization has a history of failed change initiatives, be transparent about what will be done differently this time.


Acknowledging these dynamics helps neutralize resistance and builds credibility.



3. Co-Create the Change

Top-down change efforts often fail because employees feel excluded. People are more likely to embrace what they help create. Involve them by:


  • Forming advisory groups to gather diverse perspectives.

  • Encouraging employees to propose solutions or adjustments to the plan.

  • Piloting the change in smaller groups and incorporating their feedback before scaling it.


When employees see their fingerprints on the change, they’re more likely to champion it.


4. Engage Key Influencers

In every workplace, there are unofficial leaders, those who have the trust and ear of their colleagues. These influencers can either amplify resistance or drive buy-in.

Engage them early by:


  • Sharing the vision behind the change and asking for their input.

  • Inviting them to be part of the implementation process.

  • Equipping them with resources to answer questions and address concerns among their peers.


Converting influencers transforms the tone of resistance from skepticism to support.



5. Connect to Values, Not Just Metrics

Employees don’t resist change because they hate improvement; they resist because they don’t see how it aligns with their values or priorities.

Instead of relying solely on data or efficiency arguments, connect the change to the organization’s purpose or mission. For instance:


  • “This new process will reduce errors and help us serve customers faster, which supports our commitment to excellence.”

  • “By adopting this system, we’ll free up time for creative work that makes your job more fulfilling.”


When employees see the bigger picture, and how it benefits them, they’re more likely to buy in.


6. Celebrate Progress, Not Just Outcomes

Big changes take time, and employees need encouragement along the way. Recognize wins, both big and small:


  • Highlight success stories of employees or teams adapting well.

  • Share metrics that show progress (e.g., improved workflows, customer satisfaction, or time saved).

  • Thank employees publicly for their contributions.


Celebrating progress reinforces the idea that the change is achievable and worth the effort.


Build a Resilient Culture

Sustainable change requires more than fixing resistance in the moment—it requires a culture that embraces adaptability.

To build this resilience:


  • Promote psychological safety, where employees feel comfortable sharing concerns or proposing ideas.

  • Recognize and reward adaptability as a core value.

  • Ensure leadership models transparency and openness during change initiatives.


A resilient culture views change as an opportunity, not a threat.


Resistance is not the enemy—it’s a gift. It provides leaders with invaluable insight into the culture, priorities, and fears of their workforce. When approached with curiosity and respect, resistance becomes the starting point for deeper engagement and lasting transformation.

The next time you face resistance, pause. Ask yourself: What is this resistance really telling me? By addressing the root causes and engaging employees as partners in the process, you’ll turn skeptics into champions and create a change-ready organization.


About the Author

Yasmeen Boahene is the Founder and Principal Consultant of Transition HR Consulting , a firm specializing in organizational change management (OCM) and strategic HR solutions. With over a decade of experience, Yasmeen has built a reputation for navigating the complexities of change in high-stakes environments.


Her expertise lies in leading transformative initiatives for organizations, particularly in complex mergers and acquisitions. Yasmeen excels in aligning diverse teams, cultures, and operational processes to ensure seamless transitions and long-term success. She understands the unique challenges organizations face during major change, from cultural integration to mitigating resistance, and partners with clients to design tailored strategies that drive engagement and results.


Yasmeen is passionate about empowering leaders to turn challenges into opportunities and fostering workplace cultures that embrace adaptability and collaboration. Connect with her to explore how she can help your organization navigate change with confidence.

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