The Quiet Resistance: The Hidden Barrier to Strategy Execution
- Vanessa Murphy
- May 13
- 3 min read
When we talk about strategy, we often think boldly — visionary goals, clear priorities, and confident leadership steering the ship. But while the strategic plan might look sleek in a PowerPoint deck, the true challenge lies in activating it. And one of the most overlooked, yet powerful, forces that can derail even the best-laid strategy is something subtle: Quiet resistance.
What is Quiet Resistance?
Quiet resistance isn’t loud. It doesn’t show up in overt arguments or mass resignations. It’s found in the polite nods of agreement during meetings, followed by inaction. It’s the tasks that always seem to be “in progress” but never complete. It’s the silence in rooms where real feedback is needed, or the overly agreeable tone masking a lack of buy-in.
It often comes from well-intentioned people who are smart, capable, and experienced—but unsure, skeptical, or simply disengaged. And because it doesn’t cause a scene, it’s easy to overlook. But left unchecked, quiet resistance has a compounding effect. It erodes momentum, stifles innovation, and ultimately creates a culture where strategy becomes something that’s talked about, but never truly lived.
Common Signs of Quiet Resistance
Passive agreement: Team members nod along in meetings but don’t raise concerns, challenge assumptions, or ask clarifying questions.
Delays and deflection: Projects stall with vague updates, or accountability shifts quietly from one person to another.
Polite disengagement: Employees remain “busy” but avoid initiatives tied to strategic change.
Lack of energy or ownership: Conversations lack urgency or passion, and people avoid stepping up to lead.
Why It Happens
Quiet resistance usually stems from deeper issues, including:
Fear of conflict – People may not feel safe to challenge leadership or raise objections.
Lack of clarity – If the strategy is poorly communicated or overly complex, people opt out without saying so.
Change fatigue – If the organisation has a history of abandoned initiatives or unclear priorities, employees may no longer invest energy into “the next big thing.”
Mistrust in leadership – When past experiences have led to skepticism, silence becomes a form of self-protection.
What Leaders Can Do About It
To overcome quiet resistance, leaders must first be willing to listen—not just to what’s being said, but to what’s not.
Create psychological safety. Build a culture where questions, pushback, and differing views are welcomed and seen as necessary to building better strategy.
Test for true understanding. Don’t assume silence equals agreement. Ask open-ended questions. Invite team members to explain the strategy in their own words or discuss how it impacts their work.
Make space for dissent. Schedule sessions specifically designed to surface concerns or resistance. Let people voice what feels unclear, unrealistic, or misaligned.
Show what good looks like. Celebrate small wins and highlight the behaviors that support strategy execution. Make it visible when people lean in, take ownership, and speak up.
Hold people accountable—with empathy. Recognise that quiet resistance is often a symptom, not the root cause. Address it, but seek to understand it first.
The loudest obstacles to strategy aren’t always the hardest to overcome. It’s the quiet ones that can be most dangerous—because they lull us into thinking everything is fine, until it’s too late. To truly design and activate strategy, organizations must address not just what’s on the plan, but what’s in the hearts and minds of the people expected to deliver it.
If we want bold strategies, we must first create brave spaces—where people feel heard, respected, and involved. Real resistance, once surfaced, can be turned into real momentum.
Email contact@stormtocalm.com for more information about how we can help you
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