Why Resistance to Change is a Trust Issue, According to Leslievenetz

In a recent LinkedIn post, Leslievenetz offers a compelling perspective on why employees resist change, framing it not as a people problem but as a fundamental trust issue. Leslievenetz argues that when sales teams push back against new processes or methodologies, leaders often misdiagnose the resistance as a skills or motivation deficit. While those factors can play a role, Leslievenetz emphasizes that the root cause is frequently a lack of trust.

Leslievenetz asserts that the ability to ask a team to change hinges on having earned that right. This involves demonstrating an understanding of the team’s daily realities, showing genuine investment in their success, and ensuring the proposed changes are perceived as beneficial to them, rather than solely serving the interests of management or the company.

“Without that foundation, even a good idea sounds like just another thing being done to them rather than with them.”

The Foundation of Trust in Change Management

Leslievenetz elaborates on the critical nature of this trust foundation. According to Leslievenetz, without it, even well-intentioned changes can be met with skepticism and opposition. The author draws a distinction between leaders who merely present polished rollout decks and those who achieve successful change management. The latter, Leslievenetz points out, are leaders who have proactively invested in their teams.

Building Rapport Before Implementing Change

Leslievenetz highlights the importance of consistent effort in building strong relationships prior to introducing changes. This includes dedicated coaching, active advocacy for the team, and transparent communication about what is working and what is not. This consistent demonstration of support, Leslievenetz suggests, builds the credibility necessary for a team to believe in and commit to new initiatives.

“The leaders I see successfully navigating change management are not the ones with the best rollout decks. They are the ones who spent the previous six months coaching their team, advocating for them, being honest with them about what was working and what wasn’t, and building the kind of relationship where the team believes the leader when they say ‘this is worth trying.'”

Leslievenetz reinforces this point with a quote from their own work, emphasizing that while trust doesn’t eliminate the difficulty of change, it makes it achievable.

“Trust doesn’t make change effortless, but it does make it possible.”

The insights shared by Leslievenetz underscore a crucial leadership principle: successful change implementation is deeply intertwined with the quality of relationships and the level of trust between leaders and their teams. By focusing on building that trust first, leaders can create an environment where change is not only accepted but embraced.