Why Lean Efforts Fail — and How People-Centered Leaders Can Win
In this third blog, Overcoming Resistance to Change, in my five-part blog series, we’ll continue the concept of Sweat Equity Improvement (SQI). I’m on a quest to help you eliminate the life-stealing, unprofitable work. Let’s go.
Ask any superintendent or project manager what the toughest part of Lean is, and you’ll hear it: “People just won’t change.”
We’ve all been there. You roll out a new process. Maybe it’s a prefab strategy, a new work plan, or a streamlined workflow. You’re excited because you can see the gains. But the crew shrugs, resists, or worse — goes back to the old way as soon as you walk off.
So why does this happen? And more importantly, how do we fix it?
Why People Resist
The default answer is that people are stubborn. But dig deeper, and you’ll find something else:
- Change feels like criticism. When we tell someone, “Do it this way instead,” they hear, “You’ve been doing it wrong.”
- Change feels risky. A new process means uncertainty. Uncertainty means possible mistakes. Nobody wants to look incompetent.
- Change feels imposed. Top-down directives are rarely received as help. They’re received as orders.
If we’re honest, too many Lean rollouts are done to people, not with them. And that’s the real source of resistance.
A Different Approach: Make It About Them
What if, instead of saying, “Work smarter, not harder,” we said:
“I noticed you’re having to bend and twist a lot. That looks rough. What if we tried this setup instead — would that make it easier?”
That simple reframing shifts the entire conversation. Suddenly, Lean isn’t about hitting numbers. It’s about making life better for the craftworker.
And when people feel seen and respected, they engage. They bring their own ideas. They become co-owners of the improvement.
A Real Example
On one project, we studied Odie, a mechanic tasked with cutting hanger strap. At first, she brushed me off: “It’s easy work.” But when we set up a prototype table and cart for her, she lit up.
She said, “I’m glad someone listened. This makes my day easier.”
What happened next was telling: her co-workers, who originally made fun of the setup, soon started asking, “Why don’t we get one of those?” Resistance flipped into demand.
That’s the power of people-centered change.
How to Turn Resistance into Buy-In
Here are five practical steps for overcoming resistance on your jobsite:
- Start with empathy. Observe and identify what’s physically taxing. Frame improvement ideas around reducing strain.
- Ask, don’t tell. Bring options to the crew and say, “What do you think?” Let them critique, modify, and own the solution.
- Prototype quickly. Use what you have on site to test ideas. Show action right away — it signals seriousness.
- Celebrate small wins. Highlight not just productivity gains, but how the work feels easier.
- Repeat with consistency. Once people see a pattern of respect, trust builds. Resistance shrinks.
The Retention Advantage
Here’s why this matters beyond production: people stay where they feel valued.
In a labor market where skilled trades can move to whoever treats them best, leaders who consistently involve crews in making their work easier have a huge edge. It’s appreciation in action — not a pizza party, not a slogan, but a superintendent who listens and delivers.
That’s what keeps good people around.
Closing of Overcoming Resistance to Change
Resistance isn’t a people problem. It’s a leadership opportunity.
When you shift Lean from a top-down mandate to a people-centered practice, you don’t just improve workflows. You build trust, buy-in, and loyalty.
If you want to learn how to apply this approach to your projects, join the next SQI Micro Dose. It’s where we turn resistance into engagement by putting people at the heart of Lean.
That’s it for this installment of our SQI series. I’ll be back next month with the fourth blog in the series.
Be sure to follow Jesse Hernandez on LinkedIn!
Related Blogs
Where Improvement Opportunities Really Hide: A People-Centered Lean Perspective
Making Improvements Stick – How to Standardize Without Killing Initiative
Jesus (Jesse) D. Hernandez, Jr.
Jesse’s career ranges from grading ditches to counseling executives. On this path, he learned that we are more alike than we are different. He leverages this experience by supporting construction companies in boosting production in the field and the office. In his role leading Depth Builder, he takes a people-first approach and champions his message of contribution, ownership, and vulnerability.
