Overcoming Ghost Resistance: How Leaders Unknowingly Sabotage Transformation and How to Fix It

Transformation is a complex, often daunting process, and it’s no surprise that leaders sometimes struggle to get on board. What’s fascinating, though, is how leaders often don’t even realize they are resisting change—this phenomenon can be described as “ghost resistance.” Leaders may fully believe they’re supporting the transformation, but their actions, or lack thereof, tell a different story. You might hear phrases like, “This transformation is for the people, for my teams, but it’s not about me.” This subconscious resistance, or ghost resistance, can stall progress and frustrate teams who see a gap between what leaders say and what they actually do.

Ghost resistance is a form of unconscious resistance, where leaders or employees don’t even realize they are resisting change. It’s particularly tricky because it’s often hidden under the guise of busyness, adherence to old habits, or fear of deviating from established processes. The organization is “moving” but not really going anywhere—it’s stuck.

One of the most common expressions of ghost resistance is when leaders say, “Yes, we see the need for change, we want it, we’re on board,” but then fail to take the necessary steps to support it. This subtle, unintentional resistance can derail transformation efforts, as real change requires leaders to not just talk about transformation, but actively engage in it.

I’ve seen this form of resistance play out in various organizations, and it’s one of the hardest barriers to overcome because it often masquerades as commitment. For example, a team might be “following the new framework,” but beneath the surface, they are still clinging to old ways of working. Leaders may say they’re embracing the transformation, but in reality, their mindset is locked in traditional hierarchical thinking. They may not even see the misalignment, which is why it’s called ghost resistance—it’s invisible until someone calls it out.

Why Leaders Exhibit Ghost Resistance in Transformation

1. Fear of Losing Control

Many leaders have built their careers on traditional models of leadership that emphasize control, authority, and stability. Transformation, on the other hand, often involves ambiguity, relinquishing control, and empowering others. This shift can be unnerving, yet leaders may not even realize their hesitancy is ghost resistance.

Example: A leader in a multinational company might delegate all decision-making power during a digital transformation without truly letting go. They might say they support empowerment, but when the time comes for teams to make autonomous decisions, they subtly take back control, not recognizing their resistance.

2. Pressure to Deliver Short-Term Results

Leaders are often under intense pressure to deliver immediate outcomes, and this can unconsciously make them resistant to changes that take time to show results. They might say they’re fully on board with transformation, but their actions prioritize short-term goals over long-term change.

Example: In a retail company shifting to a customer-centric model, the CEO continues pushing teams to hit quarterly sales targets. Even though they publicly back the transformation, their focus on short-term metrics inadvertently signals to the team that the old ways of working are still what matters most.

3. Lack of Understanding

Transformation requires adopting new ways of thinking and working that leaders may not fully grasp. Without this understanding, they may unknowingly resist, supporting change in words but not actions.

Example: A leader in a large organization may endorse agile principles but continue insisting on long-term planning and traditional reporting structures, not realizing that these practices are at odds with an agile approach. This ghost resistance happens because they don’t fully understand how the transformation works.

4. Identity Crisis

For many leaders, their identity is tied to being the expert or decision-maker. Transformation challenges that identity by shifting focus to collaboration and learning. Leaders may not see themselves as resistant, but their hesitation stems from not wanting to let go of their perceived role. It can be helpful to reflect on behaviors that might be unintentionally holding back change. You might find this personal journey on leadership behaviors insightful.

Example: A senior marketing executive might feel uneasy about a data-driven transformation that requires relying more on team analytics and feedback loops. Although they claim to support the initiative, they hesitate to let the team lead because it feels like relinquishing their expertise and authority.

5. The “Not for Me” Syndrome

Leaders often see transformation as something that applies to their teams, not themselves. They might genuinely believe they’re facilitating change, but ghost resistance occurs when they don’t internalize the need for personal transformation alongside the team.

Example: A senior manager implementing agile practices in their teams continues to run their own leadership meetings in a top-down, traditional style. They see the change as something that’s necessary for their teams, not realizing that their leadership approach is also part of the problem.

6. The Gap Between Words and Action

Leaders may say all the right things about transformation but fail to follow through with meaningful action. This gap is classic ghost resistance—they believe they are championing change, but their behaviors are not aligned. It’s important to stay focused on the purpose behind change, ensuring it reflects in everything from strategy to execution. For a deeper look at how organizations can align transformation with purpose, check out this article on sustainable customer-centric transformation.

Example: A CEO in a tech firm champions a digital-first approach but continues approving major budget allocations using old-school methods without testing or feedback loops. Despite endorsing transformation, they resist adopting the very processes they expect their teams to embrace.

7. Stuck in Traditional Planning

Leaders may resist transformation without even realizing it by sticking to traditional long-term planning. Transformation is an iterative, incremental process, and many leaders unknowingly resist this new way of working by insisting on the old methods.

Example: In a healthcare company, a leader feels uncomfortable moving forward without a clear, multi-year plan, even though the transformation process calls for iterative learning. They may not recognize that clinging to long-term plans creates a roadblock for the teams trying to innovate and adapt quickly.

How to Overcome Ghost Resistance and Engage Leaders in Transformation

1. Make It Personal

For leaders to truly support transformation, it needs to be personal. They need to see how transformation impacts their own leadership style and helps them grow. This creates self-awareness, helping them recognize ghost resistance and take steps to overcome it.

Example: Invite leaders to reflect on how transformation could benefit their own leadership development. Personalizing the journey might make them realize that they too need to adapt and grow, reducing the subconscious barriers they’ve put up.

2. Involve Leaders Early and Often

The earlier leaders are engaged in the transformation process, the more ownership they’ll feel. This involvement helps them understand the intricacies and feel more comfortable embracing change.

Example: Involve leaders in early-stage transformation workshops where they participate in ideation and feedback loops. When leaders experience the process firsthand, they are less likely to exhibit ghost resistance and more likely to take ownership of the journey.

3. Shift the Focus from Control to Empowerment

Leaders often unknowingly resist transformation because they fear losing control. Helping them shift their mindset from control to empowerment can ease this resistance.  If you’re interested in exploring this concept further, this piece on servant leadership provides practical insights.

Example: A leader used to micromanaging budget approvals can be encouraged to give teams greater autonomy within pre-defined limits. They might see firsthand how empowering teams leads to better results, realizing that their ghost resistance was holding the team back.

4. Create a Safe Space for Vulnerability

Ghost resistance often arises when leaders feel they need to have all the answers. Creating a culture where vulnerability is seen as strength allows leaders to admit when they are unsure and learn alongside their teams.

Example: During a leadership retreat, encourage leaders to share their transformation challenges. By openly discussing their struggles, leaders may realize they’ve been unconsciously resisting and begin to let go of the need for control.

5. Focus on Value, Not Just Process

Leaders might resist transformation if they see it as just a shift in processes rather than a value-driven initiative. Focusing on the value being delivered, rather than the mechanics, can help them feel more comfortable with the change.

Example: Highlight how agile sprints help product teams respond faster to market needs. By focusing on the business value—staying competitive and responding to customer demands—leaders will start to recognize the benefits of adopting new ways of working.

6. Encourage Thoughtful Risk-Taking

Ghost resistance often stems from a fear of risk. Encouraging leaders to take thoughtful risks, experiment, and learn from failures can help them overcome their subconscious resistance.

Example: In a retail company, leaders are encouraged to launch a small-scale pilot project, collect feedback, and iterate. When leaders see the success of this experiment, they’re more likely to embrace the idea of incremental change and realize their ghost resistance to risk was unfounded.

7. Reassure with an Iterative and Incremental Approach

The iterative and incremental nature of transformation is reassuring for leaders who are used to long-term planning. Helping them understand that change happens step by step, and that nothing is set in stone, can reduce their resistance.

Example: In a pharmaceutical company, leaders begin by piloting a new marketing strategy on a small scale, collecting data, and making adjustments as they go. This incremental approach reassures leaders that transformation doesn’t require radical, all-or-nothing changes and helps them overcome their ghost resistance.

Conclusion: Ghost Resistance and the Path to Transformation

Ghost resistance is subtle and often goes unnoticed, but it can be one of the biggest obstacles to successful transformation. Leaders may believe they’re fully on board, but their subconscious actions tell a different story. By recognizing and addressing this invisible barrier, organizations can help leaders move from passive support to active engagement. Transformation, after all, is not something that happens to others—it requires every leader to participate fully. Through iterative, incremental changes and a focus on value, leaders can overcome ghost resistance and truly lead their organizations into the future.

We can help accompany you and your team leaders in becoming more supportive of the transformation. If you want to know more, don’t hesitate to contact us!