Ask the EXpert: How to deal with resistance to change?
Dear EXperts,
We are really struggling with resistance to change in our company at the moment - I have been asked to overhaul hiring, but people keep going outside of the process and it’s really frustrating.
– People Director, Hospitality Startup
Our EXpert advice
Accountability isn’t just about checking off boxes - it’s about owning your actions, decisions, and the results that come with them. In a great organisation, accountability is everywhere - from the new hires to the CEO, everyone has a role in pushing the company towards its goals.
That said, building accountability isn’t a walk in the park. It requires consistency, openness, and sometimes having those tough conversations. With strong accountability, though, comes stronger consequences - this means that when people go off course, there must be consequences to hold them accountable. Organisations often need to identify and address behaviours that interfere with accountability, especially those that stem from resisting change. Without appropriate follow-through, accountability loses its effectiveness, and progress stalls.
One good way to help boost accountability while dealing with resistance is by hosting a behaviours session. This is a meeting where leaders, mainly those at the top, can chat about and nail down the behaviours that do and don't support the organisation’s goals - and more importantly, how THEY can be held accountable to role modelling these behaviours.
Here’s how to run a successful behaviours session:
🎯 Define your goal
The main aim of the session should be getting everyone on the same page regarding the behaviours that will boost accountability while also highlighting the ones that get in the way. Make it clear that this isn’t about pointing fingers but about figuring out a way to move forward together.
🗺️ Map our good (and bad!) behaviours
Collaborate to spot the behaviours that back accountability. Good examples could be:
Supporting behaviours: clear communication, owning up to errors, following through, giving helpful feedback, and self-reflecting. (A self-reflecting feedback activity could be good here- where have I/we role modelled these behaviours or undermined them? This is for the brave!)
Undermining behaviours: blaming others, hiding mistakes, dodging tough talks, procrastinating, and not following up.
Encourage honest feedback to identify behaviours that might be blocking a culture of accountability, which often come from long-standing habits that need rethinking.
📣 Facilitate open conversation
After identifying the behaviours, have a discussion about why certain ones stick around and how to shift things toward more positive behaviours. This is where leaders need to show a bit of vulnerability by admitting when they’ve slipped into undermining behaviours themselves.
🎨 Create accountability rituals
One of the best ways to weave accountability into the daily routine is by co-designing rituals. These are small, consistent actions that reinforce the desired behaviours. For example:
Daily check-ins: teams can have quick morning huddles to set goals and share progress.
End-of-week reviews: teams can meet weekly to look back at what they achieved, what might have slipped, and how to improve next time.
121 feedback chats: regular feedback sessions can create a space for talking about challenges and wins without fear of punishment.
Rituals help make accountability a habit, instead of a one-off deal. By designing these with the team, leaders create a sense of ownership and teamwork, making it easier to push back against resistance.
One big takeaway from these chats should be acknowledging that everyone messes up sometimes. Perfection isn’t the goal - it’s about constantly improving and learning. It’s crucial for leaders to make the workplace a safe space where employees feel comfortable admitting their mistakes without facing major backlash.
This approach to accountability recognises our humanity. People will occasionally stray from the norm or drop the ball. The aim is to keep these slip-ups rare, and when they do happen, meet them with understanding and corrective measures.
When employees know they can own up to a mistake without fear of severe punishment, they’re more likely to learn from it and change their behaviour. This openness helps lower resistance because employees see that accountability isn’t a blame game, but a path to growth and success.
