What Should I Do When Upper Leadership Is Change-Averse?

Let’s be honest — leading change from the middle is hard. You can see what’s not working, you have ideas for how to make things better, but the people at the top… aren’t exactly on board.

Maybe they’ve been doing things a certain way for 20 years. Maybe “it’s worked so far.” Or maybe they’re just overwhelmed by everything already on their plate. Whatever the reason, you see the need for evolution — and you’re stuck in the middle trying to move the organization forward without rocking the boat.

So what do you do when upper leadership is change-averse?

1. Start with Empathy, Not Frustration

Before you roll your eyes or throw your hands up, remember this: resistance to change is often rooted in fear — fear of losing control, credibility, or stability. Leaders who’ve built something successful are naturally protective of it.

Start by understanding why they’re hesitant. Is it lack of clarity? Fear of risk? Past failed attempts? Once you know the root, you can tailor your approach with empathy rather than pushing harder.

Try this: Ask, “What’s your biggest concern about making this shift?” It opens the door for honest dialogue instead of debate.

2. Connect the Change to What They Already Care About

Executives rarely buy into “new ideas.” They buy into outcomes that align with their goals — profitability, stability, retention, customer satisfaction, efficiency.

Frame the change in their language:

• Instead of “We need to modernize communication,” try saying, “We can save 5 hours per manager per week by streamlining updates.”

• Instead of “We should revisit our org chart,” say, “We’re seeing slow decision-making because responsibilities overlap.”

You’re not changing their world — you’re helping them strengthen it.

3. Prove It Small

Big changes feel risky. Small wins build trust.

Pilot your idea on a smaller scale: one department, one meeting format, one workflow. Measure what works. Share the results.

When leaders see measurable impact without massive disruption, they start to lean in. Momentum replaces resistance.

Example: “We tested this new communication rhythm for four weeks and saw projects move 25% faster.”

4. Make It Their Idea (Seriously)

This one may sound sneaky, but it’s really about shared ownership. When people feel a change is being done to them, they resist. When it’s their idea, they defend it. It’s human nature.

Frame your suggestions as collaborative questions:

“If we wanted to increase efficiency without adding headcount, what do you think would help?”

When they start to brainstorm, even if it’s what you were already thinking, let them take credit. The goal isn’t recognition. It’s progress.

5. Document and Communicate the Impact

Once small wins start stacking up, capture them. Use data, quotes, and stories to show what’s improving — not to prove someone wrong, but to build a case for scaling what works.

Change sticks when it’s visible, measurable, and repeatable.

6. Know When to Push, When to Pivot

If you’ve built trust, shown results, and leadership still won’t budge, you have a decision to make. Sometimes, resistance isn’t a wall — it’s a signal.

Maybe the timing’s off. Maybe they’re not ready. Or maybe your energy is better spent elsewhere — on the people and projects that are open to progress.

Leadership isn’t about forcing change; it’s about modeling it. When you stay calm, strategic, and focused on impact, others eventually follow.

Final Thought

Culture and leadership alignment don’t happen overnight. But if you can meet resistance with empathy, clarity, and proof, you can move even the most change-averse organizations forward — one conversation at a time.

Now What?
If your organization is struggling with change fatigue or leadership misalignment, that’s exactly where I come in. I help teams build communication systems and leadership habits that turn resistance into results.