How To Read Employees’ Anxiety As Data, Not Resistance To Change

During periods of change, leaders often look at hesitation or concern on the part of worried teams as resistance. In reality, it can indicate that something about the way the change is being managed feels unclear or risky to employees. In these instances, well-intentioned efforts to evolve organizationally can stall if leaders move to manage or stifle employees’ reactions rather than trying to understand them. 

The key is to slow down enough to allow anxiety to surface and then address it before it hardens into disengagement or quiet compliance. Below, our founder Kathleen Shanley joins members of Forbes Coaches Council explore ways for leaders to reframe the worries their teams have during times of change as information to work with, not problems to fix.

Ask Employees What They Need To Feel Prepared

One effective practice is involving team members early and asking what they need to feel prepared before decisions are finalized. In a small survey I conducted with leaders, clarity, shared outcomes and avoiding surprises emerged as critical for navigating change. Naming these needs early reframes anxiety as useful feedback—not resistance—and prevents issues before they escalate. - Kathleen Shanley, Statice

Read all 19 ways on Forbes.