I found that leaders who understand why people resist change do a much better job leading change well. They know how to avoid resistance before it ever comes up. They pick up the early warning signs that support may be turning into resistance. And they are able to build trust and confidence in their own leadership, so that future changes are easier to plan and implement. Those leaders who ignore the human issues associated with change - like resistance - put their new initiatives at serious risk.

Here's how I look at resistance. I identified three levels.

Level 1 Resistance - I don't get it.
(They don't understand.)
Level 2 Resistance - I don't like it.
(They're having an emotional reaction based on fear.)
Level 3 Resistance - I don't like you.
(They lack trust or confidence in the leaders.)

The good news is that the opposite side of those three levels is exactly what you need in order to build support for change.

Level 1 Support - People need to get what you are talking about. They need to understand what you are saying.
Level 2 Support - They need to like it. In other words, they need to be willing to take on leadership roles, volunteer, make a real commitment to this change.
Level 3 Support - They need to have trust and confidence in the people leading the change.

These levels are alive at every stage of a change - either working for you or against you.

Here's what to look for at each phase.

How can we make a compelling case for change - so that people feel the urgency to do something different? This is a big one. In fact, I believe this phase is the most important part of a change. If you do this right, you'll all but eliminate major resistance before it begins. If you gloss over this phase, the chance of hitting a wall of opposition later on is extremely high.

Work in this phase of a change addresses the three levels by answering the following questions:

• Level 1 - Do people see a need for a change? If not, why not?
• Level 2 - Do they get it in their bones that something different must happen - and are they ready to make a commitment to change?
• Level 3 - Do they trust that you are telling them the truth?

The answers to the questions give us the information we need to create strategies that can make a compelling case for change.

• How can we get started on the right foot - so that we can make progress quickly? This phase involves a lot of tasks, such as setting goals (vision) . . . deciding who will lead the change. . . deciding who to involve in the planning - and how to involve them. . . creating strategies to get support of multiple stakeholders. . .learning about the technical part of the work (for example, what's the best way to plan and implement a new software system in a company like yours?). . . create tactical plans. .. determine what benchmarks to monitor. . .and develop a communication plan.
  • Level 1 - Do people understand the plans for moving ahead?
  • Level 2 - Do they believe in the vision (or direction) that you are suggesting?
  • Level 3 - Do they trust leaders to be able to actually lead this change effectively?
    
• How can we keep change alive after the initial excitement - so that we see real results from all that effort? So many changes begin with a flourish and then die a year later without ever seeing any benefits. So the question often is, how do we rekindle enthusiasm in this project?
  • Level 1 - Do people remember why a change was needed? Do they know what they are supposed to do?
  • Level 2 - Do they still feel a sense of urgency? If not, why not?
  • Level 3 - Do they believe that leaders still care about this project?
    
• How do we get back on track - if something happens to cause things to start to derail? All kinds of things can happen to mess up an otherwise great plan.
  • Level 1 - Could the problem be as simple as, people are confused?
  • Level 2 - Does something frighten people about the change? Perhaps they are afraid they will lose their jobs?
  • Level 3 - Do they believe their leaders are acting in good faith?

As you can see, knowing where people are at each level gives you the foundation you need to create plans that have a good chance of building support for change. In fact, when I begin work with a new client, the first thing I want to do is find out where the various stakeholders are on Level 1, 2, and 3 issues.