Maybe They're Not Resistant: Maybe They're Exhausted
Aug 16, 2026
“People hate change.”
I’ve heard that sentence from leaders for years and I’ve seen teams demonstrate it first-hand more times than I can count.
Sometimes it’s true. Some people really are resistant to change. They like the way things have always been done, and they would prefer to keep it that way. It’s easy. It’s comfortable and it’s safe.
But before we label someone “resistant to change,” I think we need to ask a different question:
Could they simply be exhausted by change?
Because there’s a big difference.
And right now, people are being asked to absorb an extraordinary amount of it.
McKinsey, global management consulting company, reports that the average employee now experiences 10 planned change programs a year—five times as many as a decade ago.
Think about that. Ten.
New technology. New processes. New leadership. New priorities. New structures. New initiatives. New expectations. New strategies. Sometimes all at once.
When an employee pushes back on the next big initiative, maybe the first question shouldn't be:
“Why are they so resistant?”
Maybe it should be:
“How much change have we already asked them to absorb?”
Change Fatigue Is Real
Change fatigue happens when people become physically, mentally or emotionally worn down by the constant demand to adapt. It can look a lot like resistance.
You may see:
- Less enthusiasm
- More negativity
- “We've tried this before.”
- Slower adoption
- Shorter tempers
- More mistakes
- Less creativity
- A feeling of “here we go again”
- People doing just enough to get by
The danger is that leaders can misinterpret those behaviors as an attitude problem when they may actually be a capacity problem.
That doesn't mean we excuse poor performance or allow people to opt out of necessary change.
It means we lead the person, not just the change initiative. I think this is hard for a lot of leaders to bond with. As a relational leader I try to find a way to connect to the person expressing the concern. I often say things like, “I understand that new processes are often hard but I know you’re going to be great at this once you do it a few times. Give it a try and let's talk again after you’ve done it a few times.”
So What Can Leaders Do?
1. Stop Adding Before You Start Subtracting.
One of the biggest mistakes leaders make is introducing a new priority without removing an old one. If everything is important, everything becomes exhausting. Before launching the next initiative, ask:
What can we stop doing?
What can we pause?
What no longer matters as much as it once did?
Your people may be capable of handling the new priority. They may simply need you to make room for it.
2. Tell People What Is Changing and What Isn't.
I think this is a critical part that I’ve just recently been doing. When everything feels uncertain, even small changes can feel bigger. Give people some solid ground.
Try saying:
“Here is what is changing. Here is what is staying the same. And here is what we don't know yet.”
You don't have to have every answer, but people need to know what they can count on. Clarity is calming. If only one thing is changing and you can reaffirm all the things that are staying the same, I’ve seen people relax. You can see it on their faces almost immediately when you take the time to be thoughtful about how you share this exciting new process or plan.
3. Give People a Voice in the Change.
People don't necessarily need to control change, but they do need to feel like they have a voice in it.
Ask:
What are you seeing that I'm not seeing?
What's going to make this harder than we think?
What would make this easier?
What should we protect as we make this change?
McKinsey has specifically identified employee empowerment and involvement as an important antidote to change fatigue.
Sometimes the people closest to the work can see the obstacles long before leadership does.
Listen to them.
4. Don't Confuse Communication with Connection.
Sending an email about the change is communication. Helping people understand why it matters, what it means for them and how they can succeed is leadership. When change is moving quickly, people need more than information. They need conversation.
Walk around.
Ask questions.
Listen.
Check back.
Don't assume that because you explained it once, everyone gets it.
5. Celebrate Progress, Not Just Completion.
When organizations are moving from one initiative to the next, it's easy to focus on what's still unfinished. As a driver, I’ve got to be very conscious of this. People need to see that their effort is making a difference.
Pause long enough to say:
“Look how far we've come.”
Celebrate the small wins.
Recognize the people who are helping others adapt.
Give people evidence that the change is working.
Progress creates energy.
Watch Your Own Energy.
This one may be the hardest. Your team is watching you. If every new initiative comes with urgency, frustration and another declaration that “we have to change now,” eventually people stop hearing the message.
Leaders don't have to pretend change is easy. But we do have to provide perspective.
You can say:
“I know this is a lot.”
“I know we've been through several changes already.”
“We're going to take this one step at a time.”
That's not weakness.
That's leadership.
Before You Call Someone Resistant...
Ask yourself three questions:
Is this resistance—or exhaustion?
What have we asked this person to absorb lately?
What can I do as the leader to make this change more manageable?
Sometimes the best way to move people forward isn't to push harder.
It's to slow down long enough to understand what's holding them back.
Because your people may not be resistant to change.
They may simply be exhausted by it.
If that's the case, they don't need another speech about embracing change.
They need a leader who helps them navigate it.
Question of the Week:
What change are your people being asked to absorb right now and what might you need to remove, clarify or simplify to help them succeed?