How One Executive Transformed Resistance into Momentum While Leading Through Change

Change is inevitable in any organization, yet resistance to change remains one of the greatest challenges leaders face. For one C-suite executive in the healthcare sector, the rapid transformation within their organization left their team overwhelmed and disengaged. Despite their best efforts to communicate the necessity of these changes, team members expressed frustration, and productivity suffered.

During our coaching sessions, it became evident that while the executive believed they were projecting calm and control, their team perceived uncertainty and stress. Feedback indicated a growing disconnect and one that could jeopardize not only the transition but also team morale and overall performance.

The turning point came when we shifted focus from external resistance to internal leadership mindset. By increasing self-awareness, addressing cognitive biases, and understanding the psychological dynamics of change, the executive was able to transform resistance into alignment and momentum.

Shifting the Leadership Mindset

One of the first steps in overcoming team resistance was helping the executive recognize how their own mindset influenced the situation. Leaders set the emotional tone for their teams, and in this case, unspoken frustration and stress were contributing to a cycle of uncertainty.

Through coaching, we worked on:

1. Increasing self-awareness by identifying how the executive’s internal state was perceived by the team.

2. Recognizing cognitive biases that influenced decision-making and communication.

3. Understanding that resistance to change is a natural, psychological response rather than defiance.

By focusing on these areas, the executive began to see that their role was not just to implement change but to guide the team through the emotional and psychological aspects of transition.

Understanding Resistance: The Science Behind It

Resistance to change is often less about the change itself and more about how the brain perceives it. One key factor in this process is amygdala hijacking, a term that describes an immediate, emotional response to a perceived threat.

The amygdala, the part of the brain responsible for processing emotions and detecting danger, plays a critical role in decision-making under stress. When individuals encounter sudden change, the amygdala may interpret it as a threat, triggering a fight, flight, or freeze response.

This can result in:

1. Emotional reactions such as fear, frustration, or resistance.

2. Reduced ability to process new information or see the bigger picture.

3. Defensiveness or disengagement from the change process.

To help the executive and their team move beyond this instinctive resistance, we focused on strategies to manage and reduce amygdala hijacking, including:

1. Awareness and self-regulation – Recognizing emotional responses and practicing mindfulness techniques to regain control before reacting.

2. Reframing change as an opportunity – Shifting the narrative from a loss of stability to a chance for growth and innovation.

3. Clear and transparent communication – Providing structured updates to reduce uncertainty and build trust.

4. Encouraging psychological safety – Creating an environment where team members felt comfortable voicing concerns without fear of judgment.

As the executive adopted these techniques, the team’s resistance began to decrease. Instead of reacting defensively, they became more open to conversations about the changes and how they could contribute to shaping the future state.

The Executive’s Action Plan For Turning Resistance into Momentum

Once the executive gained clarity on their own mindset and the psychological barriers to change, they shifted their approach to actively engage the team in the transition. The goal was to move from passive compliance to true ownership of the new direction.

Key actions included:

1. Creating a compelling vision for the future. The executive clearly articulated why the current state was no longer serving the organization, the team, or the patients. By making the case for change in a way that resonated emotionally and logically, they helped the team see the benefits of moving forward.

2. Involving the team in shaping the path forward. Rather than dictating changes, the executive sought input from team members, asking for their ideas on how to implement new initiatives. Where possible, they said yes to team-led solutions, fostering a sense of agency and control.

3. Providing frequent, timely, and relevant updates. Uncertainty fuels resistance, so the executive ensured that communication was consistent and transparent. Instead of waiting until final decisions were made, they shared progress updates, even when all the answers were not yet available.

4. Encouraging diverse perspectives. Team members were given space to voice concerns and differing opinions without fear of dismissal. The executive actively reinforced that disagreement was not a problem to solve but a strength that prevented groupthink and led to better decisions.

As a result of these efforts, the executive saw a marked shift in team dynamics. What started as hesitation and frustration evolved into engagement and problem-solving. Team members who had been resistant were now contributing ideas, and the organization moved forward with renewed momentum.

Key Takeaways Regarding the Impact of Effective Change Leadership

By shifting their mindset and implementing a structured approach to change, the executive not only improved team morale but also achieved tangible business results. The transformation went beyond simply overcoming resistance. It created a more engaged, resilient, and high-performing team.

Key gains included:

1. Improved psychological safety. Team members felt more comfortable expressing concerns, asking questions, and contributing ideas without fear of retribution. This openness increased trust, collaboration, and more effective problem-solving.

2. Development of interdependence. The team moved from operating in silos to a more cohesive, collaborative approach. Instead of viewing change as an individual burden, they recognized their shared responsibility in driving success.

3. Meeting and exceeding change leadership milestones. With increased ownership and engagement, the organization not only met its initial change goals but also exceeded expectations in adoption rates, performance metrics, and employee satisfaction.

4. Stronger leadership presence. The executive became more confident, intentional, and emotionally intelligent in their leadership approach. By embodying the principles of adaptive leadership, they earned greater respect and trust from their team.

5. A culture shift toward continuous improvement. The organization moved from viewing change as a disruptive event to seeing it as a natural and necessary part of growth. Future changes were met with less resistance and more proactive engagement.

This case highlights a fundamental truth. Change leadership is not just about processes and policies. It’s about people. When leaders invest in their own self-awareness and create an environment where employees feel valued and heard, transformation happens at every level.

For executives navigating resistance to change, the right leadership coaching can be a catalyst for turning challenges into opportunities. If you’re facing similar obstacles in your organization, consider how a strategic approach to leadership development can drive lasting success.

Navigating organizational change comes with challenges, but the right leadership strategies can turn resistance into momentum. If you're facing similar obstacles, let’s discuss how leadership coaching can help you create lasting success. Book a call here.