Most people don’t resist change because they’re stubborn or opposed to progress. They resist because change is terrifying. It’s the unknown. It’s the fear that their role might become obsolete, or that they won’t be able to keep up. And let’s be real—those fears are often valid. When you don’t acknowledge this, you’ll never get true buy-in.

The first step in bringing your team along isn’t laying out the vision; it’s listening. Sit down with your team—whether it’s in a group or one-on-one—and ask the tough questions: What’s worrying you? What are you afraid of losing? Then shut up and listen. Really listen.

The key is to show that you understand their fears and that you’re not dismissing them in favor of a grander vision. You can’t just bulldoze through people’s emotions with logic and data. You need to address the very real concerns they have about their jobs, their roles, and their place in the new world you’re building.

Here’s the thing about transformation: people don’t care about the strategic objectives or the corporate vision unless it affects them directly. Sure, the board might be excited about a more streamlined process or improved customer experience, but your team? They care about how this transformation will impact their daily lives. Will they still have a job? Will their workload double? Will they be asked to learn an entirely new system on top of their already packed schedule?

So when you communicate the "why" behind the transformation, you need to make it personal. Don’t just talk about the business benefits; talk about what it means for them. Maybe it’s a chance for growth, for learning new skills, or even for more stability in a shifting market. Maybe it’s about making their jobs easier, automating the mundane tasks that drive them crazy, or giving them more meaningful work.

People don’t resist change because they’re lazy; they resist because the "why" hasn’t been made clear in a way that matters to them. Make the benefits tangible, personal, and immediate.

People need to feel that it’s okay to be resistant, to be unsure. If you create an environment where any pushback is seen as negativity or disloyalty, you’ll drive resistance underground, and that’s where it festers.

Instead, invite the resistance. Let people voice their concerns openly, without fear of judgment or consequences. Have a real, unfiltered conversation about what they’re worried about. And then, address those concerns directly. You won’t always have the perfect answer, but just acknowledging the pushback and having a conversation can defuse a lot of tension.

This is where leaders often go wrong—they try to squash resistance rather than understanding it. But if you can get to the root of the resistance, you can deal with it head-on and bring people into the process rather than leaving them feeling like they’re being dragged along.

One of the most important, but often overlooked, aspects of transformation is helping people see their place in the future you’re creating. When people feel like they’re being left behind or don’t understand how they fit into the new world, they’re going to resist.

Take the time to paint the picture of their role in the transformation. Don’t just tell them how things will change—tell them how they will change with it. Show them the opportunities for growth, for learning, for contributing in ways that matter. When people see a future for themselves, they stop fearing the change and start owning it.

Nothing brings people along on a transformation journey like empowering them to help shape it. The biggest mistake leaders make is thinking they need to figure everything out from the top and then push it down to the team. The truth is, the people closest to the work often have the best insights on what needs to change and how to make it happen.

So, involve your team in the process. Ask for their input. Give them ownership over pieces of the transformation. Make them feel like they’re not just along for the ride—they’re driving part of it. When people have skin in the game, their resistance turns into engagement, and they start working toward the success of the transformation rather than fearing it.