Figure out why these employees are resisting. Common reasons include fear of the unknown, lack of trust in leadership, perceived threats to their status or job security, or simply not understanding the benefits of the change. Major challenge is to convert this resistance into support. The key is to engage these employees early and involve them in the process. Maybe start by listening to their concerns. Influential employees often have valid insights, and addressing their worries can improve the initiative. By valuing their opinions and inviting critics to become collaborators, you can shift opposition into support. This not only helps build trust but also creates a sense of shared ownership in the process.

Make them feel heard. Genuinely listen to their concerns about the change and look for opportunities to show them that their concerns are being/have been addressed throughout the change process. I have seen situations where, if we could show an influential resource who was resisting change that their concerns were addressed, they became a champion of the change! At the end of the day, change management comes down to people engagement.

Effective change agents address resistance by tailoring responses to employees' logic-based concerns, helping organizations adapt to societal changes (Malhotra et al., 2020). Understanding resistance allows managers to reduce conflict and improve collaboration, requiring leadership training (Bateh et al., 2013). Influence tactics and strong leader-member relationships impact resistance (Furst et al., 2008). Building cohesive networks supports successful change implementation (Battilana et al., 2013). Leaders can turn opponents into allies through engagement, compromise, and shared goals (Westover, 2024). Developing leaders as allies clarifies workplace norms, reducing subtle mistreatment (Schneider et al., 2017).

I would engage them early, listen to their concerns, and find common ground by aligning the change with their interests and values. Building trust through transparency, involving them in the process, and giving them a sense of ownership can shift their perspective. Recognizing their influence, I’d empower them as champions of the initiative, showing how it benefits both them and the organization. People resist what they don’t understand or feel excluded from; making them part of the solution turns them into allies

"If you want to go fast, go alone. If you want to go far, go together." 🎯Identify their core concerns through private, open-ended discussions, making them feel heard. 🎯Give them early involvement in decision-making, positioning them as champions, not obstacles. 🎯Leverage data-driven success stories, showing how similar changes benefited other organizations. 🎯Assign them as pilot program leads, giving them ownership and influence over implementation. 🎯Use peer influence by aligning them with respected advocates who support the initiative. 🎯Celebrate their contributions publicly, reinforcing their role as key drivers of change.