Leading Through Change — How to Win Hearts When You Don’t Like the Change Either

Is change good or bad?
When I got promoted or received a bonus, I loved it. When the boss who hired me got fired and I lost my job, I hated it.
Change is inevitable — but our reaction depends entirely on whether we benefit or suffer from it.

As leaders, we often find ourselves in the toughest spot: expected to champion change that we didn’t choose, and maybe don’t even like.
How do we inspire others to embrace something we’re unsure about ourselves?

Markets shift. Clients evolve. Supply chains fluctuate. Currencies move.
Change is constant — yet we resist it.
Why? Because the status quo feels safe. It’s familiar, predictable, and comfortable.

In Japan especially, “no change” is often seen as success.
Stability eliminates risk. But that same stability can suffocate innovation.

Mini-Summary: Change may be inevitable, but growth is optional.

If we strongly disagree with the new direction, we face two options:

1. Leave — and find an organization whose values match our own.

2. Stay — and commit fully, even if we’re uncertain.

Half-hearted compliance doesn’t work.
If your team senses hesitation or sarcasm, they’ll mirror it. Resistance multiplies from the top down.

Mini-Summary: A leader’s attitude toward change defines the team’s response.

The big bosses at headquarters set direction. But they can’t control how change is applied on the ground.
That part is yours.
Even if macro-level decisions are beyond your influence, you still control how your team experiences the change.

Mini-Summary: You can’t control the wind, but you can adjust the sails.

1. Stage One: Listen First

Start with open dialogue. Let people express their frustrations, fears, and doubts.
This isn’t weakness — it’s wisdom.
When people feel heard, they stop resisting emotionally and start thinking logically.

2. Stage Two: Co-Create the “How”

Once emotions settle, shift focus from “Why do we have to change?” to “How can we make it work here?”
Empower the team to design how the change gets implemented locally.
Ownership builds buy-in.

3. Deal with the “Never-Changers” Individually

Some will cling to the past. Talk to them privately.
If they choose to stay, they must commit to contributing constructively.
If they won’t, it’s better they move on — silent saboteurs are more dangerous than open critics.

Mini-Summary: Change management begins with empathy, not enforcement.

Telling people to “suck it up and get on with it” kills morale.
When leaders rely on authority instead of influence, employees may obey — but their hearts won’t follow.
They’ll quietly resist, forming “underground opposition” within the organization.

Mini-Summary: Commanding compliance breeds rebellion; collaboration builds commitment.

Change fatigue is real. Cynicism is rampant.
But when leaders bring people together, acknowledge the pain, and shape the path forward as a team, resistance fades.
Maybe everyone still holds their noses — but they move forward together.

Mini-Summary: Shared discomfort is the foundation of shared progress.

• Change feels personal — but it’s also inevitable.

• Leaders can’t choose the change, but they can shape how it’s lived.

• Listening comes before leading.

• Empower teams to co-create implementation.

• Avoid “pulling rank” — influence beats authority every time.

👉 Contact Dale Carnegie Tokyo for Leadership and Change Management Training.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI.
Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.