Claire, an experienced sales executive, sat in her London office, reflecting on the challenge ahead. She’d been chosen to lead the digital transformation of their customer service process—an opportunity she was really excited about.
But her team? That was a different story
Martin, the senior sales analyst, sat in meetings with his arms crossed, barely engaging. Sarah, usually enthusiastic, had gone quiet. Something wasn’t right.
Claire organised awareness sessions to help with the transition, but attendance was poor. Those who did show up asked questions that felt more like resignation than curiosity. In the office, conversations stopped when she walked by. The resistance wasn’t outright defiance, but it was there—missed deadlines, slow responses, a general sense of apathy.
If you’ve led large-scale change, you’ve likely encountered similar challenges. They slow progress, drain morale, and, if left unchecked, can derail initiatives entirely.
It’s a signal to pay attention
It’s highly likely you’re seeing resistance, change fatigue or both. If not addressed they will derail your project.
Change Resistance: The Psychological Hurdle
Most resistance isn’t about the change itself—it’s about self-preservation. Humans are wired to detect threats. In the workplace, those threats aren’t physical but psychological: job security, status, competence.
New technology? The first thought many have is, Will I still have a job? Even if leadership reassures them, the fear lingers. Resistance manifests in delays, disengagement, or outright pushback—not because people are difficult, but because they’re protecting themselves.
Change Fatigue: Too Much, Too Fast
Change fatigue happens when employees are overloaded with initiatives, left feeling exhausted and disoriented. It’s not just about volume; it’s about capacity. Too many overlapping projects, unclear priorities, and relentless pressure create a cycle of burnout.
Leaders often assume starting more projects means achieving more. In reality, the opposite is true. Overcommitting dilutes focus, slows everything down, and erodes trust in leadership’s ability to execute. When employees believe, This will be just like last time, motivation plummets.
The Vicious Cycle
Change resistance and fatigue feed off each other. Resistance slows progress, forcing leaders to push harder—which only fuels fatigue. Meanwhile, exhausted employees become more cynical and disengaged, further entrenching resistance.
It’s like driving with the handbrake on. Eventually, something gives.
A few tips to breaking the cycle
Communicate Clearly and Consistently – Don’t just announce change; explain it in ways that resonate. Ensure people truly understand what’s happening and why. As George Bernard Shaw put it: “The biggest problem with communication is the illusion that it has taken place.”
Involve People Early – We resist what’s done to us but embrace what we help shape. Give employees a say in how change is implemented.
Pace the Change – Be realistic about capacity. Leaders tend to underestimate the workload and overestimate people’s ability to absorb change. Prioritise ruthlessly and phase initiatives properly.
Provide Real Support – Training, resources, and psychological safety matter. If people feel left to figure things out alone—or worse, fear asking for help—they’ll disengage.
Celebrate Progress – Small wins keep momentum going. Recognising effort boosts morale and reinforces that change is worth it.
Lead by Example – People watch what leaders do, not just what they say. If leadership isn’t visibly engaged, neither will the team be.
Listen to Feedback – Even when it’s negative. Dismissing concerns only fuels resistance. The more people feel heard, the more likely they are to engage—even if they don’t love the change.
The Bottom Line
Resistance and fatigue are not obstacles, they’re signals. They tell you where fears exist and where capacity is stretched.
The key is not to push harder, rather reframe the narrative. Make change feel like an opportunity, not a threat. When people believe they have a role in shaping the future, resistance fades, and momentum builds.
And that’s when real transformation happens.
