3 hidden reasons why leaders resist change

The useful part

With the pace of change accelerating, it's clear that organizations need leaders who can do more than execute well. They need leaders who can navigate ambiguity, mobilize people through uncertainty, and adapt faster than conditions are changing. Yet the global leadership consulting firm DDI has found that only 18% of leaders feel capable of anticipating and reacting to change.

How it works

• In my work as a leadership researcher and consultant, I have found that leaders are often resistant to change for a reason that's commonly overlooked:
• Research has shown that when people stake their self-worth on being successful, that can both drive achievement and create vulnerability, because any failure feels fundamentally threatening to their identity.
• Change is happening too fast, leaders are underequipped, incentives are misaligned, and employees resist change.
• These leaders become captive to what I call self-protective drives to preserve their worth, image, control, security, or relevance.

Details worth keeping

Many leaders are struggling to make that leap. Change threatens the very inner drives that helped them become successful. These behaviors often fuel the discipline, own...