Early in my career as a project manager, managing corporate projects for business transformation and performance improvement, I learned a lesson that I'll never forget:

Resistance is an inevitable and potentially valuable part of any change or transformation project.

Here's what happened in one of my early projects:

One day I was planning to have a group of supervisory managers start training employees, even though they weren't trainers and this task had previously been outsourced. On paper, the plan seemed good, but we didn't fully understand the current state, the potential pushback, and the additional workload this would place on already busy managers.

As we began socializing the change and training with those most affected, I encountered resistance in the form of excessive questions, non-responsiveness, and missed deadlines. At first, I viewed this resistance as a hindrance and something to be eliminated.

However, I soon realized that resistance is an integral part of any lasting improvement, change, or transformation. Just like salt in a cake mix, it's a necessary ingredient. Employees and managers were raising valid concerns that weren't considered, giving us an opportunity to address long-standing issues.

At the time, this realization was challenging. It required a shift in perspective and a willingness to embrace resistance rather than fight against it. I felt humbled by the experience and recognized the need to better understand and empathize with those impacted by the change.

This lesson has transformed how I approach change projects. I now see resistance as an aid in scoping, costing, and relating to people throughout the project. By anticipating and addressing potential pushback, we can better align with what people need to succeed.

I attribute much of my current perspective on project and change management to that pivotal moment. It has shaped my approach to engaging with stakeholders and fostering an environment where concerns can be openly discussed and addressed.