THIS Leader Podcast   

Someone at the top makes a decision. A new priority, a new initiative, a new direction. And then it lands on someone else — someone who wasn't in the room when the decision got made, who doesn't have the context or the backstory or the why.

And they're supposed to just execute. Fast.

So they ask a question. They hesitate. And if you're the leader carrying the directive, that response can start to feel like resistance.

This week I want to reframe that, because in my world that's not a resistance problem. That's an opportunity.

In this episode, you'll hear about:

Two human reactions directed at each other Nobody wants to be simply told what to do. We want to be included in the decisions that affect us, we want to understand the why, and we want to contribute to the how. When that's missing, what shows up isn't defiance — it's a concern trying to get some air. But the leader on the other side of that conversation is under real pressure too, and that flash of we don't have time for this is just as human. Both reactions are legitimate. What happens next is our episode.

Behind the scenes of a real team training A client brought me in to help her team get better at working with change. She felt like she got constant pushback. I walked into the room and opened with a question. The team she'd described as resistant lit up — with real concerns, meaningful feedback, and tactics for improvement I wouldn't have thought of.

What we're actually calling "resistance" If you’re a regular listener, you might remember SARAH — the acronym describing the stages of our reactions to change: Shock, Anger, Resistance, Acceptance, and Hope. Resistance is a stage, not a character flaw, and it isn't a referendum on your leadership. Think of it like a smoke detector: loud, inconvenient, and not the fire. It's pointing at something, and your job is to go find out what.

Why concerns show up in the first place. Your brain is built to notice difference. When everything's the same as it was yesterday, your brain coasts. The moment something changes, it snaps to attention. That's not dysfunction — that's the system working exactly as designed. So when someone on your team raises a concern about a change, they're not malfunctioning. Their brain is doing its job.

The iCVA Framework

A framework I use constantly. It's like an accordion — it scales up to a day-long session and down to a single hallway conversation.

i — Intention. Do your work first. Decide, before the conversation starts, that whatever comes up is information you want and not an attack you need to defend against.

C — Concerns. Explore the other person’s experience — their worries, questions, or ideas. Let them flow like water. Don't dam them up, don't redirect them, and don't argue.

V — Vision. Underneath every concern is something the person hopes for instead. Ask the bridge question: given your concerns, what would you like instead?

A — Action. This is the part most of us want to jump to first. But it works far better once the other three are done, because now you're building a plan together instead of selling one.

Try This

First, notice the urge to combat a concern — and don't. When someone raises an objection, there's an instinct to answer it right away with why they're wrong. It feels productive. It isn't. So this week, when a concern surfaces, ask one more question. Then ask one more after that. See what's underneath it before you respond.

Second, run iCVA through one conversation. It doesn't have to be a meeting, and you don't have to announce that you're doing it. Get your own intention straight before you walk in. Ask about their concerns and genuinely stay on their topic. Then ask what they'd want instead — that's the vision. Only then, talk about what to do. What you'll likely notice is that the plan you land on together is one nobody has to be convinced to implement, because it's theirs.

 A cohesive team isn't one where everyone agrees. It's one that can raise real concerns, be heard, and still find their way to a shared plan.

Resources Mentioned

• Episode 9: You ARE a Change Leader — the SARAH model of change reactions — https://www.clairelaughlin.com/09
• EVOLVE Leadership Blueprint — not just a program, but a community of leaders working through real situations like this one, in real time, with each other — https://www.clairelaughlin.com/evolve

Ready to go deeper? If you want to build real clarity, trust, and cohesion into how your team operates, reach out for a free consultation. Schedule a Consultation.

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Until next time, lead the way!