If we want to create change, we must first understand why people resist it. Change can be disruptive, uncomfortable, and uncertain. We’re all creatures of habit, and when faced with change, most people’s natural response is fear. Fear of losing control. Fear of uncertainty. Fear of losing part of their identity or culture. Fear that they won’t be competent in the new environment.
These fears form the core of resistance. As a leader, if you can address these fears, you’ll find people more open to change and less inclined to resist. Let’s explore this concept more deeply.
Why People Resist Change
People resist change for various reasons, but most of them boil down to fear:
- Loss of control: Change often means losing control over familiar routines.
- Uncertainty: There’s fear of the unknown and anxiety about what might be lost.
- Loss of culture: People fear that change might erase elements of the culture they’ve grown attached to.
- Steep learning curve: New systems or ways of working can feel overwhelming.
- Competence concerns: People worry they might not be able to perform as well in the new environment.
When you approach change from a place of understanding these fears, you have a better chance of alleviating them and getting buy-in from your team.
A Real-Life Example: The FBI Post-9/11
I learned a lot about change and resistance while working for the FBI. After 9/11, the FBI underwent a massive transformation from an investigative agency to an intelligence agency. This was not a simple shift. The change demanded a complete overhaul of how agents viewed their work and their role in protecting the country.
Imagine asking seasoned agents—who had spent their careers investigating mob figures, bank robbers, and drug runners—to suddenly think of themselves as intelligence collectors. That didn’t sit well with many senior agents who had no interest in abandoning their old way of doing things. The tradition of being a criminal investigator was deeply ingrained, and the resistance was strong.
But this change was necessary. With terrorism now the FBI’s top priority, the agency needed to adapt. There was no option but to press forward.
Dealing with Resistance: Lessons Learned
In the aftermath of 9/11, every FBI field office set up command posts to handle the influx of terrorism-related leads. Citizens were calling in left and right, convinced they were spotting terrorists in their neighborhoods, on the beach, or walking down the street. Most of these leads didn’t pan out, but the agents worked them diligently because it was their job to protect the country.
After months of chasing what agents jokingly referred to as “angry neighbor leads,” many of them were ready to return to their old criminal cases. There was a clear divide—many senior agents wanted nothing to do with terrorism investigations, while the younger ones were often pushed into the role.
I was promoted to Counterterrorism Program Coordinator in the Los Angeles Division during this time, and it became my responsibility, along with my boss, to create 15 full-time terrorism squads over the next 18 months. But we had a significant problem: not nearly enough agents wanted to fill these positions.
Some volunteered, but not enough to meet the demand. Senior agents pulled rank to avoid working terrorism, and some even retired over it. Staffing these squads became a crisis. We couldn’t fill these critical positions with inexperienced agents, but the resistance from the experienced ones was strong.
We needed to get them on board—and fast.
Thinking Outside the Box
One of the most essential assets to an FBI agent is their supervisor. A bad supervisor can make even the best agent miserable, while a great supervisor can inspire loyalty and commitment. We took this to heart.
Rather than cherry-picking the best criminal agents, which would have caused even more resistance and resentment, we identified the most respected and admired supervisors in the criminal branch. We asked them to lead the new terrorism squads. The key was allowing these supervisors to pick their own teams.
This simple strategy started to change the climate. Seasoned criminal agents, who initially had no interest in working terrorism, began moving over to stay with their trusted supervisors. The supervisors were transparent with their teams, admitting that they, too, had a lot to learn. This open communication made the learning curve less intimidating and slowly eroded the resistance.
Taking Fear Out of the Equation
By focusing on leadership and communication, we took much of the fear of the unknown out of the process. The supervisors provided a bridge between the old way of doing things and the new. As they led by example, agents began to realize that working terrorism wasn’t just chasing phantom leads—it was crucial, meaningful work. Over time, the stigma faded, and eventually, terrorism became the place to be.
This experience taught me that the key to overcoming resistance is addressing the fear at its root. When people feel heard, understood, and supported, they are far more likely to embrace change.
A Question for Leaders: What Takes More Effort?
With this in mind, let me ask you: What takes more effort, affecting change in a culture that is opposed to it or changing a culture that tolerates resistance into one that embraces change?
If you, as a leader, are reluctant to push for necessary change because of the uphill battle it may take, it’s time to rethink your approach. The longer you tolerate resistance, the more entrenched it becomes. And as new employees come in, they absorb this mindset. Eventually, resistance to change becomes part of the culture.
How to Affect Cultural Change
So, how do you affect lasting cultural change? Here’s a roadmap:
- Identify your new culture: Be clear on what you want the new culture to look like and what success will look like.
- Articulate your vision: Communicate your vision to your leadership team.
- Involve your team: Give your leadership staff ownership of the change process. Allow them to provide input and help develop a roadmap for implementing the change.
- Empower your locker room leaders: Engage the informal leaders in your organization. These are the people others listen to, and their buy- in is crucial. Let them be the voices that ease the fear of change.
- Avoid surprises: Trust is fragile. Don’t break it by springing unexpected changes on your workforce.
- Take your time: Sustainable change doesn’t happen overnight. Be patient and allow the process to unfold.
- Recognize progress: Acknowledge every small step forward. This reinforces the idea that the team is moving in the right direction.
Be Bold and Lead
If you want your workforce to embrace change, the shift must begin with you. You set the tone. If you’re open to change, your team will likely follow your lead. As Albert Einstein once said, “Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius—and a lot of courage—to move in the opposite direction.”
About Gina L. Osborn
Gina L. Osborn is a former FBI Assistant Special Agent in Charge, former Chief of Safety for LA Metro, and recognized expert in security, crisis management, and leadership. With extensive experience combating international terrorism, cybercrime, and violent crime, she is committed to helping organizations develop effective, proactive safety strategies and shares lessons on authentic leadership, leading through chaos, crisis, and change, and rising to the top in male-dominated fields. To learn more, visit www.ginalosborn.com.