Trust is a lot like our health. When we have it, we don’t give it a second thought. But when it’s missing, everything starts to break down.
In organizations, trust is what separates those who are ready for change from those who struggle. Leaders trust their employees, and employees trust their leaders. But that trust can quickly erode when you label people as “resistant to change.”
So how do you build and maintain trust when it feels like people are pushing back?
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Why Trust Breaks Down During Change
Building and maintaining trust is one of the most challenging aspects of leadership.
The uncertainty and discomfort of change can test the level of trust in your organization.
And uncertainty increases the likelihood of activating the brain region responsible for distrust.
Distrust makes people more cautious, less open, and more likely to question decisions. What leaders often interpret as resistance is frequently a natural response to that uncertainty.
Understanding this dynamic is the first step toward strengthening trust rather than unintentionally eroding it.
Three Ways to Build and Maintain Trust During Change
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Demonstrate You Trust Your Employees
Your employees will not trust you unless you trust them first.
If you want your employees to trust you, you must actively show that you trust them.
That means trusting them with information about the change and actively involving them in the decisions that will impact their work, relationships, and work environment.
It actually signals a lack of trust when you respond to questions or feedback with frustration and believe that if their employees trusted them, they would comply. Over time, this approach depletes trust and creates distance between leaders and teams.
The way you interact, the practices you follow, and even your organizational structures all shape trust. Ultimately, the level of trust employees show will never exceed the level of trust you show them.
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Stop Labelling People as “Resistant”
Labelling people as resistant to change is one of the fastest ways to erode trust.
What most leaders call “resistance” is often information about the group or individual’s level of readiness, and a label applied when the expected response is not received. When leaders apply this label, it shifts their mindset and behaviour in ways that shut down openness.
Trust requires vulnerability. It requires believing that people want to do their best and won’t take advantage of you or the situation.
When you label a group or person as resistant, rather than fostering openness, you shut down the conversation and the potential for change. You may feel the need to defend your decisions, withhold information, and push harder for the change.
At the same time, your employees feel the need to protect themselves from discomfort or perceived risk. Communication breaks down, listening stops, and progress stalls.
Removing the label opens the door to understanding what’s really happening beneath the surface.
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Adopt the Readiness Mindset®
Trust is about risk. The more trust employees have in leaders and the organization, the more willing they are to let go of the current state and move toward something new.
Adopting a readiness mindset shifts the focus from overcoming resistance to preparing people for change, thereby building trust. When people believe the change is necessary, feel capable of adopting, and feel supported, they are more likely to move forward.
Focusing on readiness means you can see the change from the perspective of those doing the work. It means engaging in open conversations, welcoming feedback, and using that feedback to guide actions.
Instead of pushing through perceived resistance, you build the conditions that make change possible.
Building Trust Is the Foundation of Change
You don’t build trust with authority or pressure. You build it through actions, mindset, and behaviours that demonstrate trust.
Schedule a Change Strategy Call with me today.
