If Your People Are Eye-Rolling During Times of Change, It’s Not Just Them—It’s *You*
When it comes to leading through change and disruption, here’s a truth bomb: if your people are disengaged, rolling their eyes, or straight-up rebelling, it’s not just them—it’s *you*. You might be thinking, “But I’m just making the tough decisions the business needs!” And you’re right, those decisions might be necessary. But how you’re handling those changes? That’s where you’re losing them.
Let me tell you a story. A company recently went through a 20% workforce reduction. Sounds harsh, right? Well, it was worse than that. It was called a “bloodbath” by employees. Picture this: people were showing up to work one day, getting a promotion in the morning, and then being told at lunch they were getting laid off by 5 p.m. Friends who had worked together for 20 years were suddenly gone, without any explanation. It felt chaotic, inhumane, and downright demoralizing.
Here’s the kicker: the execs all knew this was coming *weeks* before, but they sat on their hands, stayed silent, and focused solely on the numbers. They assumed their people would just deal with it. Spoiler alert—they didn’t. The fallout? Increased attrition, projects going off-track, and employees who stayed behind feeling overworked and resentful. Sound familiar?
The Real Reason Your People Are Rebelling, Revolting, and Rolling Their Eyes
So, what’s causing your team to push back when change hits? Here are three hard truths:
1. The Closer You Are to the Decision, the Quicker You Move Through Acceptance
If you’re in the room where it happens, you’ve already had time to process the decision. By the time you announce the change, you’re already past the shock and onto execution. But for your employees, it’s brand new, and they’re still wrapping their heads around it. The disconnect between where you are and where they are in the change curve leads to friction.
2. To You, It’s Just “Another Change”—To Them, It’s Always Personal.
Let’s be real: you’ve probably been through a dozen changes in your career. You know the drill. But to your employees, every change hits home. It’s not just a strategic shift; it’s a disruption to their routines, their identity at work, and even their sense of security. The stakes are high for them, and that’s why they take it personally.
3. It Might Be the Right Business Decision—But It Doesn’t Have to Be Dehumanized.
No one is saying you shouldn’t make tough calls. But there’s a way to do it without treating people like chess pieces. When you focus solely on the bottom line and ignore the human impact, you create a culture of fear and distrust. And that’s when the eye-rolls, the resistance, and the checked-out attitudes start to set in.
No More Excuses—3 Practical Moves to Level Up Your Change Leadership Game
Ready to stop being the reason your people are rebelling? Here are three things you can start doing today to turn it around:
1. Create Space for Listening and Feedback Loops
People need to be heard, especially during times of change. Set up regular, structured opportunities for them to voice their concerns, share their ideas, and feel like they’re part of the conversation. Whether it’s through town halls, small group sessions, or even anonymous surveys, the goal is the same: make sure they know their voices matter.
Action: Schedule feedback sessions or drop-in hours where employees can speak openly. Show them you’re listening by acting on the key takeaways and keeping them updated.
2. Communicate the “Why” Behind Every Decision with Empathy
Don’t just tell them what’s happening—tell them why. And do it with heart. Explain the business rationale *and* acknowledge the impact on them. Employees are more likely to get on board when they understand the bigger picture and feel like you care about how it affects them.
Action: Craft your key change messages to balance transparency and empathy. Use storytelling to help connect the dots emotionally and build trust.
3. Empower Employees to Be Part of the Change Process
When people are involved in shaping the change, they’re far more likely to own it. Give them some control over how changes are implemented in their areas. Invite them to brainstorm solutions or join cross-functional teams to design the rollout.
Action: Set up change task forces that include a mix of employees at different levels. Let them be part of finding solutions that work for everyone, not just top leadership.
Conclusion: Leading Change Doesn’t Have to Suck
Here’s the bottom line: change is inevitable, but making it painful doesn’t have to be. When you focus on empathy, clear communication, and genuine involvement, you shift from being the leader they roll their eyes at to the one they trust and respect. And that, my friend, is how you get everyone moving forward together—even when the changes are tough.