When Teams Resist: Turning Scepticism Into Growth

We have all been there. A new idea lands on the table, perhaps a psychometric assessment, a team building day, or a different way of working. Instead of enthusiasm, the room fills with scepticism. Eyes roll. Arms fold. People mutter, “Here we go again.”

As a leader, this can feel frustrating. After all, if you came up with a brilliant idea for your team and they pushed back, would that not sting a little? Now flip that perspective: when leadership brings forward a new initiative, they have usually considered the broader context and strategy behind it. The challenge for us is not only to participate but to model the openness and curiosity we would want from others if the tables were turned.

Leading by Example

Leadership is not about telling people what to do; it is about showing what it looks like to step forward. If we expect our teams to try something new, we need to demonstrate our own willingness to engage, even if we are uncertain. Being seen to lean in, rather than resist, builds trust and shows integrity.

When leaders embrace initiatives such as assessments or workshops, it signals: “I am not above this. I am in this with you.” That is often more powerful than the tool itself.

The Value of Scepticism

But let us be clear: scepticism is not the enemy. In fact, it can be one of your team’s greatest assets. When people voice their doubts, they are showing they care enough to think critically. They are testing whether the activity has merit, whether it connects to real goals, and whether it respects their time.

Rather than shutting down criticism, leaders can welcome it:

• Listen with curiosity. What is beneath the resistance? Past bad experiences? Fear of vulnerability?
  

• Validate the concern. Saying, “I can see why you would feel that way,” builds psychological safety.
  

• Reframe it as fuel. Doubts can sharpen the purpose of the session and ensure it lands in a meaningful way.
  

I once worked with a team where one of the Senior Leaders was openly sceptical about engaging in strengths-based work. They were polite but clear in their doubts about whether it would add any value. Over time, as the team began using CliftonStrengths language and applying it to their daily challenges, this individual saw the shift in conversations, relationships, and outcomes. Fast forward a couple of years, and that same person has since moved to another organisation. The first thing they introduced there was the strengths approach, because they had experienced the impact firsthand and wanted others to benefit from the same language and conversations.

What began in scepticism grew into advocacy.

Growth Mindset in Action

Every team activity is an opportunity to practise what we preach: that learning is continuous, messy, and sometimes uncomfortable. By leaning into a growth mindset, we move from “I already know this” or “This will not work for me” to “What could I take from this?”

Even if the tool or workshop is not perfect, there is usually a nugget of insight that can strengthen how we lead, connect, or collaborate. When leaders show they are willing to find that nugget, it sets the tone for everyone else.

Bringing It Together

So next time your team is sceptical of an assessment or team building day, pause before rolling your eyes back at them. Instead:

• Model the behaviour you would want if the roles were reversed.

• Acknowledge and value their doubts.

• Invite curiosity, not compliance.

• Look for learning, however small.
  

Leadership is about more than introducing new ideas. It is about creating the environment where even scepticism can become a pathway to growth.