Leading change

How to lead change you don’t agree with

How to lead change you don’t agree with

5 minutes

One of the common challenges as a leader is to get everyone on board with changes and keep the disruption at a minimum. But what if the leader is not on board with the change or decision that needs to be rolled out? When the leader themselves harbors reservations about the proposed change, navigating this delicate balance becomes even more complex. 

 

What happens when the leader disagrees with the changes?

 

Pushing through with the implementation of changes despite the leader’s disagreement presents several challenges and potential consequences. The leader’s lack of buy-in and support for the changes may result in half-hearted implementation efforts, undermining the effectiveness and success of the initiatives. Without the leader’s full commitment, team members may question the legitimacy and importance of the changes, leading to decreased morale and engagement. 

 

And if employees notice the leader’s reluctance to support the changes, they may be more inclined to resist or challenge the implementation process. Employees are keenly attuned to their leader’s sentiments, and if they sense hesitancy or lack of conviction, their own confidence in the change may waver. It can also create confusion and ambiguity regarding the organisation’s direction and priorities.  

Implementing changes without the leader’s support may yield short-term results but could jeopardise the long-term sustainability and success of the initiatives. So if the leader feels hesitant in implementing changes that conflict with their beliefs or opinion, it should be worked out before moving forward. 

Reasons why leaders might disagree with the change

It is possible that you may not agree with the changes that are being proposed for various reasons. Some of these may include:

 

  • Unclear or insufficient justification for the proposed changes
  • Concerns about the potential impact of the changes, such as unintended consequences or disruption of established processes and relationships
  • Conflicts with core principles or ethical standards
  • Belief that there are better ways to address the underlying issues or achieve the desired outcomes
  • Feeling excluded or marginalised from the decision-making process surrounding the proposed changes
  • Lack of trust in the individuals or groups advocating for the changes
Strategies for implementing changes you don't agree with

When you don’t agree with something, you can’t just suck it up and go with the flow. It is not a sustainable and productive approach because it might lead to bigger problems in the future.  

 

Here’s what you can do instead.  

 

1
Manage your emotions.
Acknowledge and manage your emotions surrounding the changes. It's natural to feel frustration, disappointment, or even anger when faced with decisions that conflict with your beliefs or values. Take the time to process these emotions in a healthy way, whether through self-reflection, discussions with trusted colleagues, or seeking support from a mentor or coach.
2
Understand the why.
If aspects of the proposed changes are unclear or ambiguous, seek clarification from those driving the initiatives. Asking questions and seeking additional information can help alleviate uncertainties and provide clarity on the rationale and objectives behind the changes. You might not agree with it but at least you know the reason behind it.
3
Identify the cause of the disagreement.
Why don’t you like the change? Which part of the change you don’t agree with? Once you pinpoint the root cause of your disagreement, you can then move forward and take the next step. If you think there are risks involved, discussing them with the management or group responsible for ordering the change is essential.
4
Step back and reassess.
Despite your disagreement, take a proactive approach to identify potential benefits or opportunities that the changes may present. Consider how the changes could lead to improvements in efficiency, effectiveness, or innovation within the organisation. By focusing on potential benefits, you can find reasons to support the changes, even if you don't fully agree with them.
5
Prepare for unintended consequences.
If you foresee potential risks or negative consequences associated with the changes, advocate for the development of mitigation strategies to address these concerns. Propose alternative approaches or contingency plans that can help minimise disruptions and maximise the likelihood of success.
6
Focus on small steps.
Break down the implementation of the changes into manageable, incremental steps. By focusing on making progress one step at a time, you can maintain momentum and build confidence in the process, even if you still harbor reservations about the ultimate direction of the changes.
7
Adjust and adapt.
Recognise that change is dynamic and may require adjustments along the way. Remain open to feedback, new information, and emerging insights that may influence the trajectory of the changes. Adopt a flexible and adaptive mindset to navigate uncertainties and adapt to evolving circumstances.
8
Focus on what you can control.
While you may not have control over the decision to implement the changes, focus on what you can control within your sphere of influence. This may include how you communicate with your team, the level of support you provide, and the actions you take to mitigate risks and maximise opportunities.

Leading change you don’t agree with is a formidable challenge that tests the patience of even the most seasoned leaders. Don’t forget that it’s okay to seek support and guidance from mentors, coaches, or trusted colleagues when navigating the challenges of leading change. Most of all, embrace it as an opportunity for learning, growth, and resilience-building.

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