Why Resistance to Change is About Trust, According to Leslievenetz

In a recent LinkedIn post, Leslievenetz discusses a common challenge in business: resistance to change. Rather than viewing pushback from sales teams on new processes or methodologies as a skills or motivation issue, Leslievenetz argues that the root cause is often a deficit in trust.

Leslievenetz highlights the critical importance of building a foundation of trust before asking employees to adopt new ways of working. The author states:

Resistance to change is a trust problem, not a people problem.

According to Leslievenetz, leaders often err by immediately diagnosing resistance as a skills or motivation problem. While these factors can play a role, Leslievenetz emphasizes that trust is the more fundamental issue.

The Foundation of Trust in Change Management

Leslievenetz asserts that the right to ask a team to change must be earned. This involves demonstrating to the team that their leader understands their daily realities, is genuinely invested in their success, and that the proposed changes are truly beneficial to them, not just to the organization or the leader.

Without this established trust, even well-intentioned changes can be perceived negatively by the team. Leslievenetz explains:

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

This perspective shifts the focus from simply implementing a new system to cultivating a relationship where employees feel like partners in the process. Leslievenetz believes this partnership is key to overcoming resistance.

Characteristics of Successful Change Leaders

The author contrasts effective change leaders with those who rely solely on polished presentation decks. Leslievenetz points out that true success in change management comes from consistent relationship-building and advocacy.

According to Leslievenetz, leaders who successfully navigate change are those who have spent considerable time:

• Coaching their team
• Advocating for their team’s needs
• Being transparent about what is and isn’t working
• Building a strong relationship of mutual belief

Leslievenetz elaborates on the impact of this dedicated approach:

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.”

This quote underscores Leslievenetz’s view that proactive, people-centric leadership is far more effective than top-down directives when implementing change. The emphasis is on making the team feel supported and understood, thereby fostering an environment where they are more open to new initiatives.

The Role of Leadership in Making Change Possible

Leslievenetz reinforces the idea that trust is not a magic bullet but a prerequisite for change to even be considered. The author references their own writing to emphasize this point:

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

This statement encapsulates Leslievenetz’s core message: while change will always present challenges, a strong foundation of trust empowers teams to navigate those challenges collaboratively. It suggests that investing in relationships and understanding the team’s perspective is not a detour from change management, but the most direct path to its successful implementation.