The Real Reason We Resist Change (and What Leaders Can Do About It)

In recent years, we've begun to understand resistance to change with more nuance. The common refrain is: “People don’t resist change—they resist uncertainty.”

But in my experience, that’s not the whole story.

People embrace change—and the uncertainty that comes with it—all the time. We move to new cities, start new careers, launch new ventures, learn new skills, and begin new relationships. These are bold steps into the unknown, and yet we often take them eagerly.

So what makes the difference?

Why do we sometimes welcome uncertainty, and at other times resist it?

The answer isn’t that we resist uncertainty itself. We resist the kind of uncertainty that feels out of our control, especially when we can’t envision a better version of ourselves or our lives on the other side of it.

When change is self-initiated, we usually have a vision—a new opportunity, a sense of growth, a meaningful “why.” That imagined future fuels our courage and willingness to leap, even when the path ahead is unclear.

But when change is imposed. When it arrives without our consent. When the destination is murky, when it’s unclear whether we’ll be better off, we resist. Not because we’re averse to change, but because we fear loss without gain. We fear becoming unmoored without a new anchor in sight.

As Ronald Heifetz reminds us:

"What people resist is not change per se, but loss."

And this is where leadership matters most.

Leading Through Uncertainty

In times of uncertainty, leadership isn’t just about managing logistics. It’s about stewarding emotional transitions.

The goal isn’t to eliminate uncertainty—it’s to help people meet it with courage, context, and connection.

And let’s be honest: the uncertainty we’re facing today is not just organizational.

It is geopolitical.

It is systemic.

It is personal.

We are living through a global reordering—with rising authoritarianism, increasing polarization, and a sense that the institutions we once trusted to provide stability are fraying or failing. The ground beneath us isn’t just shifting—it’s being actively contested.

In this climate, even the most seasoned leaders don’t have clear answers. They’re not just guiding change; they’re reacting to forces outside their control—economic volatility, technological disruption, climate stress, and the political unmaking of what many believed was a stable world order.

So what can leaders do?

🔹 Double down on values – when the end state is unclear, shared values become the compass.

🔹 Practice transparency – not only sharing what you know but also being honest about what you don’t.

🔹 Paint possibility – helping people see a future worth moving toward, even if the details are still forming.

🔹 Create space for response – slowing the tempo, listening deeply, and choosing intentional action over reactive motion.

In these moments, it may not be possible to offer clarity about where we’re headed. But we can offer clarity about how we will travel: with integrity, with discernment, and together.

That’s what allows people to step forward, even into fog.

From Resistance to Readiness

Change will always involve a stretch. But it becomes more bearable - even meaningful when people feel grounded. When they are seen, heard, and invited into the process.

So the next time you sense resistance, ask:

• Is this really about the change itself? Or is it about the uncertainty that change brings?

• And how can I help make that uncertainty more navigable, meaningful, even hopeful?

• How can I help others see themselves in a better future?

  
  

The answers may just shift resistance into readiness.

Curious how these leadership principles translate into practice?

Here’s a simple visual to guide the way.