Why Resistance to Change is About Trust, Not People, According to Leslievenetz

In a recent LinkedIn post, Leslievenetz delves into the root causes of resistance to change within sales teams, reframing it not as a personal failing of employees, but as a fundamental issue of trust.

Leslievenetz argues that when sales representatives push back against new processes, methodologies, or ways of working, leaders often misdiagnose the problem as a skills or motivation deficit. While these factors can play a role, Leslievenetz asserts that the underlying issue is almost always a lack of trust.

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

The Foundation of Trust in Change Management

According to Leslievenetz, the ability to ask a team to change is something that must be earned. This involves demonstrating to the team that their leader genuinely understands their daily realities, is invested in their success, and that the proposed changes are truly beneficial to them, rather than solely serving the interests of the leader or the company.

Without this established foundation of trust, even well-intentioned ideas can be perceived by the team as something being imposed upon them, rather than a collaborative effort.

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

Building Trust Through Action

Leslievenetz highlights that successful change management is less about polished presentation decks and more about consistent, trust-building actions over time. The leaders who effectively navigate change are those who have spent significant periods coaching their teams, acting as advocates, being transparent about what is and isn’t working, and cultivating a relationship where the team believes their leader when a new initiative is proposed.

The Role of Leadership in Fostering Buy-In

As Leslievenetz notes, the crucial element is building a relationship where the team trusts the leader’s judgment and intent. This means consistently showing up for the team, being honest about challenges, and demonstrating a genuine commitment to their growth and success.

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

In Leslievenetz’s view, this consistent investment in the team’s well-being and success is what creates the psychological safety necessary for individuals to embrace new ways of working. When leaders prioritize building this trust, the inherent resistance to change diminishes significantly, paving the way for more effective adoption of new strategies and processes.