For me resistance is just persistence in disguise which is actually aimed at holding onto comfort. We should show the stakeholder that restructuring isn’t breaking, but upgrading the foundation. Its imp that we paint a vision they can own also they should be able to understand that change isn’t a threat rather it’s a trampoline for growth. Lets make them see benefits as a shared victory not a solo win. Together we can !

Convincing stakeholders isn't about overwhelming them with data—it's about understanding their hidden fears. When restructuring, I stopped selling and started listening. I'd map their concerns: "What keeps you up at night about this change?" Then I'd design the proposal to directly address those unspoken anxieties. Show them you're solving their problem, not creating a new one. Transformation is a collaborative story, not a unilateral mandate. Make them a co-author, not just a reviewer.

For any resistance first need to know the reasons so that can be takled with strategy. The next step is to find the common points of agreements and also the relevant datapoints which acan help in nconverting restancr reason to support.

I think it is important to listen and take their perspective on board. They may have some valid points and they will certainly appreciate feeling respected. If there is an opportunity to physically demonstrate the benefits rather than just use data and case studies, this should embraced. For example in my role as a principal of a large private school, I have taken board members to other schools to see how the changes I want to implement are working in practice. This has been highly impactful.

Turning Resistance into Support - Share a clear vision of the restructuring goals. - Involve stakeholders in decision-making to build ownership. - Highlight long-term gains over short-term disruptions. - Use empathy to understand and address emotional barriers.