Facing resistance from frontline employees during a change rollout is a challenge I’ve navigated many times in my career. Start by being intentional in your communication. Explain the "why" behind the change to build trust. Next, actively listen to concerns to address barriers, showing empathy and understanding. Finally, offer practical solutions that show a clear, positive impact on their work. Wishing you a productive, uplifting, and rewarding Monday! Chris Clevenger

When frontline employees resist change, I focus on building trust through transparency and collaboration. I start by clearly explaining the “why” behind the change, connecting it to both organizational goals and individual benefits. I involve employees early, giving them a voice in shaping the process, which fosters ownership and reduces resistance. Providing training, hands-on support, and a safe space for feedback ensures they feel equipped and valued throughout the transition. Celebrating small wins along the way also helps build confidence and momentum.

Resistance to change is natural, but it can be transformed into support with the right approach. Here’s mine: ↳ Lead with "Why": People resist what they don’t understand. Connect the change to personal and team benefits. ↳ Involve, Don’t Impose: Engage employees in the process, seek their input, and let them co-own the change. ↳ Support Over Supervision: Provide hands-on training and a safe space for questions. Confidence reduces resistance. Change is more than a process — it’s a people challenge. Empathy, clarity, and shared ownership make resistance fade.

It's a common challenge in organizational transformations. we can conduct the belows and change this situation: 1, Transparent Communication: Clearly communicate the reasons for the change, the benefits it will bring, and how it aligns with the organization's goals. Address concerns openly. 2, Two-Way Communication: Encourage feedback and create opportunities for employees to ask questions, share their perspectives, and be actively involved in the change process. 3, Role Modeling: Leaders should model the desired behaviors and mindset associated with the change to set an example for others to follow. Be patient and persistent in addressing concerns and guiding employees through the transition.

As a CEO, I’ve encountered frontline resistance to change many times. It’s natural- change disrupts routines and creates uncertainty. I address this by 1. Engaging employees early, listening to their concerns and involving them in the process. 2. Clear, transparent communication about the "why" behind the change builds understanding and trust. 3. I focus on the personal benefits they’ll gain and provide support through training and resources. 4. Celebrating early adopters and small wins creates momentum. By valuing their input and addressing fears, I turn resistance into collaboration and commitment.