Leading Through Change: How to Get People to Buy In
People do not resist change as much as they resist uncertainty and being left out. Leaders who explain the why, listen to concerns and move together get far more buy-in.
To get people to buy in to change at work, explain clearly why the change is happening and what it means for them, involve them early in shaping how it happens, listen to concerns and treat them as useful information, communicate more often than feels necessary, start with small visible wins and support people as they learn. People follow change when they trust the person leading it.
I have led teams through an acquisition, through COVID in healthcare staffing and through the rapid growth of a startup. Each one involved a lot of change, and each one taught me the same lesson: if people do not believe in the person, they will not buy into the vision. Trust comes before buy-in.
Most resistance to change is not stubbornness. It is uncertainty. People want to know what is happening, why and what it means for them.
Explain the why, and what it means for them
Leaders often spend months thinking about a change before they announce it, then expect everyone to understand it in a single meeting. Explain plainly why the change is needed, what problem it solves and what happens if nothing changes. Then answer the question everyone is really asking: what does this mean for me?
Involve people early
People support what they help build. Where you can, involve the people affected in shaping how the change happens. Ask what might get in the way and what they would do differently. You will often get better ideas, and people who helped design the change are much more likely to champion it.
Six ways to bring people with you
- Explain the why. And what it means for each person.
- Involve people early. They support what they help build.
- Treat concerns as information. Objections show where the plan needs work.
- Communicate often. More than feels necessary.
- Start with visible wins. Proof builds belief.
- Support the learning curve. Patience and training.
Treat concerns as useful information
When people push back, it is tempting to see it as resistance. Often it is the most useful information you will get about where the plan will struggle. Objections are a sign that people are still engaged. Listen, acknowledge and ask questions to understand the real concern. See Why Objections Are a Good Sign.
Communicate more than feels necessary
During change, silence gets filled with rumors and worst-case thinking. People can handle bad news far better than they handle no news. Share updates regularly, including what you do not know yet, and repeat the key messages more often than feels necessary.
Start with small, visible wins
Early successes build belief. Choose a part of the change that can show results quickly, celebrate it and share what was learned. Then support people as they adjust, with training, patience and recognition for the people who lean in first.
Leading through change is part of my leadership workshop, You Are Capable of More: Leadership. See also How to Lead a Team Through an Acquisition, How to Handle Fear of Change and How to Lead Through a Crisis.
People resist uncertainty more than change. Explain the why and what it means for them, involve people early, treat concerns as information, communicate more than feels necessary, start with visible wins and support the learning curve. Trust comes before buy-in.
Frequently asked questions
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You Are Capable of More
A No-Excuses Guide to Becoming Your Best Self. The bestselling book behind Chris’s keynotes and the 2026 Paris Book Festival winner in the How-To category. Many teams hand a copy to every seller at their kickoff.
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