As a leader, you’re often focused on overcoming resistance. But as columnist Simone van Neerven writes, it’s far more effective to first understand the kind of resistance you’re facing. Only then can you recognise when opposition isn’t a threat, but a gift.
An outsider radically changed IBM
In the early 1990s, IBM was in dire straits. The company hit rock bottom in 1993, reporting a staggering $8 billion loss. Once a dominant force in the technology industry, IBM was steadily losing market share because it failed to adapt to changing market conditions and the rise of software-driven business models. The loss symbolised more than financial decline; it exposed a culture that had become slow, rigid, and resistant to innovation. Without radical change, the company would not survive.
A search for a new CEO began, but many candidates declined the role, convinced that IBM was beyond saving. Then Lou Gerstner stepped forward. Although he had no background in computers, programming, or software, his experience was primarily in the consumer market; he accepted the challenge and took the helm in 1993.
As an outsider, Gerstner was able to assess IBM objectively, unburdened by the assumptions and internal beliefs that had contributed to the company’s crisis. He quickly recognised that IBM needed to shift its focus from hardware to services and software. At the same time, he saw that many of the company’s problems were deeply rooted in its culture and mindset.
Overcome or embrace?
Rather than trying to suppress resistance to change, Gerstner chose to embrace it. He communicated openly about the challenges IBM faced and explained the reasoning behind difficult decisions. More importantly, he invited employees to contribute their insights and actively participate in shaping the company’s future.
This approach helped him gain trust and gradually transform the organisational culture. Change became something to engage with rather than something to resist. By taking resistance seriously and learning from it, Gerstner accelerated IBM’s transformation. Within roughly a year of his appointment, IBM returned to profitability, and its financial performance continued to improve in the years that followed.
Healthy versus sabotaging resistance
Leaders often focus too much on eliminating resistance. In reality, it is far more effective to understand it and to distinguish between sabotaging resistance and healthy resistance:
Sabotaging resistance is destructive. It delays progress and typically stems from fear, insecurity, or limiting beliefs. It keeps people stuck in old patterns and often manifests in broken agreements, passive behaviour, or even attempts to derail plans. In organisations where sabotaging resistance dominates, gossip replaces open dialogue and feedback.
Healthy resistance, by contrast, drives progress. It usually comes from engagement, experience, or a sharp awareness of risks. It improves ideas and strengthens decisions. Healthy resistance is visible when people openly voice concerns, offer constructive feedback, and actively think along to refine plans. Instead of obstructing progress, it enhances outcomes and helps prevent mistakes before they happen.
Dissent as commitment
Sabotaging resistance is clearly harmful, while healthy resistance should be welcomed. But leaders can only manage resistance effectively when they understand the difference between the two. As Johan Cruyff famously said: “You only see it when you get it”. Too often, dissent is mistaken for disloyalty. Many people assume that loyalty means agreeing with their manager or team without question. Saying “yes” is seen as supportive; raising concerns is viewed as obstruction or unreliability.
But true loyalty is not about blind obedience or superficial harmony. It is about commitment and honesty. Someone who is genuinely committed does not remain silent when improvement is possible. They ask questions. They challenge assumptions. They offer alternative perspectives. Speaking up, especially when others remain silent, requires courage, and it often stems from dedication to the team and the desired outcome.
The power of speaking up
The value of dissent is frequently underestimated. By asking critical questions and identifying risks, employees help colleagues and leaders make better decisions. Organisations should therefore cultivate cultures where passivity and silence are discouraged, and thoughtful dissent is considered normal, even expected. Because progress requires courage. As Gerstner once observed: “Watch the turtle. He only moves forward by sticking his neck out.”
This article was originally published in Dutch on MT/Sprout, the most popular business and management platform in the Netherlands.
MT/Sprout
March 1, 2025
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