At the start of my career, I learned a simple tool that has helped me navigate one of the most persistent challenges in any workplace: resistance. Not technical complexity. Not lack of tools. People.

Whether it is a colleague clinging to familiar processes, a team member struggling with new systems, or an entire department hesitating to adopt a better way of working, resistance is everywhere. Learning to recognise it and respond effectively has proven far more valuable than any technical skill I acquired in those early years.

Resistance is not laziness or stubbornness. It is human. And once you understand the type of resistance you are facing, you can respond strategically and often turn friction into collaboration.

The Unsure – Fear of Appearing Unknowledgeable

These are people who don’t fully understand what you’re asking, but are afraid to admit it. They stay silent or hesitate because they worry about looking ignorant.

• Example: A colleague nods during a new process explanation but later fails to follow it correctly because they didn’t grasp the steps.
• Strategy: Encourage questions, clarify instructions, and create a safe environment for learning. Make it clear that asking for clarity is valued, not punished.

The Protective – Fear of Losing Power or Position

These are people who feel threatened by change because it may reduce their influence, status, or job security. They may actively resist or subtly undermine initiatives.

• Example: A manager hesitates to adopt a new workflow that shifts decision-making to a team-based model, fearing it diminishes their control.
• Strategy: Address concerns openly. Involve them in the change process, demonstrate that their expertise is still valued, and show how the change benefits both the organization and their role.

The Personal – Dislike of You

Some people simply don’t like you, and no matter how reasonable your proposal is, they will resist. They transpose their personal dislike onto the idea or change you are fronting.

• Example: A colleague immediately dismisses a new initiative you lead, not because of its content, but because of past friction or personality conflicts.
• Strategy: Keep interactions professional. Focus on clear communication, document decisions, and involve neutral parties where possible. You cannot win over everyone, but you can prevent personal bias from derailing progress. It is my experience that you cannot personal win over this resistance, its time to send someone else.

Observe. Understand. Engage.

To better deal with the resistance, its is important to understand and to act accordingly. Remember, this approach is not about forcing agreement. It is about choosing the easiest and most effective path through resistance, with clarity, professionalism, and intent.

• Observe behaviour, not words.
• Understand which type of resistance you are facing.
• Engage accordingly or decide not to engage at all.