Resistance is one of the most common things that leaders encounter during change, yet it is also one of the most misunderstood. Too often it is treated as a problem to eliminate. In reality, resistance is a normal and expected response. It signals that something important is happening, and it gives leaders clues about what people might need in order to move forward.
People feel safer in the status quo because it is familiar. Change introduces uncertainty, and with uncertainty comes the risk of failure. People may also have invested significant time and effort into existing ways of working. When those are challenged, it can feel like their contribution is being undervalued. And if they cannot see what is in it for them, they are unlikely to engage fully.
This is where ADKAR is particularly useful. What looks like resistance is often just a missing piece of the puzzle. If awareness is low, you may hear speculation or confusion. If desire is weak, you may see polite compliance but little practical commitment. If knowledge is missing, people guess at what is expected. If ability is lacking, they struggle to put new skills into practice. And if reinforcement is absent, teams slip back to old habits.
By reframing resistance in this way, leaders can respond with targeted support rather than frustration. The question shifts from “why are they resisting?” towards “what do they need to take the next step?”
Within CLARC, the resistance manager role makes this explicit. The leader’s task is to notice the cues, explore the root causes, and address those doubts with curiosity rather than judgement. This might mean taking time for a one-to-one conversation, clarifying expectations, or creating more opportunities to practise new skills. It could also mean feeding back concerns to the change team so they can be addressed at a broader level.
Responding to resistance also tests the leader’s mindset. Emotional intelligence matters here. If you take resistance personally, it is easy to become defensive or impatient. If you approach it with steadiness and empathy, you create space for dialogue. A growth mindset helps too, reframing resistance not as a failure, but as a signpost of where learning, adaptation, and further engagement are most needed.
When leaders reframe resistance (in their own minds) as normal and manageable, they reduce the fear that can often surround it. Teams feel heard, trust grows, and momentum is easier to sustain. Change will always bring uncertainty, but resistance does not have to derail it. With the right mindset and the right tools, resistance can become a guide rather than a barrier.