You decide to start delegating more. Build better systems. Step back from being the person who touches everything.
Then someone says: “We’ve always done it this way.”
And you wonder if maybe you should just keep grinding.
Here’s what’s actually happening: When you start to lead differently, you’re disrupting patterns everyone has relied on for years.
Why Change Meets Resistance
Your team has built their workflow around bringing everything to you.
Your clients hired you because of your personal involvement.
Your partners have structured their work around your role as the constant.
So when you change that, even for good reasons, it creates friction.
Not because people are difficult. But because you’re asking them to operate differently than they ever have before.
The Pattern You’ll See
A managing partner I work with stopped reviewing every brief before it went out.
First week: Three associates asked him to “just take a quick look.”
He almost caved. His brain said: “See? They’re not ready.”
But that’s not what was happening.
His associates had built their confidence around his review. That safety net made them feel competent.
Now he was taking it away. Of course they resisted.
Six months later: His associates make their own judgment calls. Quality is better because they’re more invested.
But getting there required holding the line while everyone adjusted.
The Three Types of Resistance
From your team: “We need you to decide this.”
Translation: We’ve always relied on you, and changing feels risky.
From your clients: “I want you personally involved.”
Translation: I hired you specifically, not sure I trust anyone else.
From your partners: “Maybe wait until things settle.”
Translation: This requires us to operate differently too.
None of this means you’re doing it wrong. It means you’re doing something real.
What You Need to Know
The resistance is coming. Plan for it.
The resistance doesn’t mean you’re wrong. It means you’re disrupting comfortable patterns.
The resistance will pass. Once people adjust, it becomes the new normal.
Most people give up between week 2 and week 4. That’s exactly when you need to hold the line.
For the complete framework on navigating resistance when you make leadership changes, read our guide on sustainable law firm leadership transitions.
What if the pushback is actually a sign you’re doing something that matters?
