Bulldozing Isn’t Leadership—It’s Damage Control in Disguise and There is Better Way to Lead Change

Recently, I came across a headline that stopped me in my tracks: “FEMA head says he will ‘run right over’ staff who resist agency changes.” I wish it were satire.

It’s not.

David Richardson, the new head of FEMA, reportedly said he would “run right over” employees resisting change within the agency. Richardson added, “If you’re not here for this, then maybe it’s time to find something different.”

Let me be crystal clear: this is not bold leadership. It’s bulldozing.

As a leadership coach and transformation specialist who has spent decades working inside organizations to shift culture and lead change, I can say without hesitation, this approach is not only dangerous, it’s ineffective. It might feel powerful in the short-term, but long-term? It’s a fast track to fear-based compliance, disengagement, and deep organizational erosion.

Let’s break it down.

Change Is Not the Problem—How You Lead It Is

Resistance to change is often misunderstood. What we label as “resistance” is usually a signal: fear, lack of clarity, past trauma from failed change efforts, or simply the very human need to make sense of what’s being asked. People aren’t resisting to be difficult—they’re trying to feel safe, seen, and understood in a system that’s shifting under their feet.

And when leadership responds to that natural resistance with aggression or ultimatums, it doesn’t neutralize fear—it amplifies it.

You cannot bully your way into transformation. True transformation—cultural, operational, or otherwise—requires trust, communication, and mutual respect.

What Richardson described isn’t change leadership. It’s command-and-control. And in today’s workplace, that’s a relic of the past.

An Actual Example: From Fear to Alignment

I had a coaching session with a CHRO I’d been working with for a few months. We were deep in the middle of a culture change journey at their global organization. They were preparing to introduce a major shift in performance expectations, and tensions were high.

She sat down and sighed:
“Honestly, I just want to say, ‘We’ve made the decision—get on board or get out.’ I’m so done with the complaints.”

I smiled gently. “Can I reflect something back to you?”

She nodded.

“You’re not actually angry at your team for pushing back. You’re exhausted by the weight of trying to carry this change alone. You want relief—not rebellion. Do I have that about right?”

Her eyes welled up. “Yes. Exactly that.”

So we slowed down. We mapped the points of resistance. We reframed pushback as feedback. We redesigned her rollout to include listening sessions, peer-led Q&As, and a phased implementation that gave people space to adapt. She showed up in those sessions not as the top exec with a mandate, but as a leader willing to co-create. That made all the difference.

The result? Not only did adoption increase, but engagement scores went up during a change effort.

This is the power of self-aware, engaged, and empathetic leadership.

Culture Eats Change for Breakfast

Here’s a truth I share often with the leaders I coach: If you try to drive change without addressing culture, the culture will win. Every time.

Culture is the invisible operating system of any organization. And culture is shaped by behavior—especially leadership behavior.

If the tone from the top is “get on board or get out,” you don’t create alignment. You create silence. Compliance. Disconnection. People will nod along publicly and disengage privately. Innovation stalls. Psychological safety vanishes. And the very outcomes the leader is trying to achieve with their “big change” become impossible.

You might see short-term movement, but it comes at the cost of long-term trust and talent.

What Happens When You “Run Over” People?

You break them.

You crush morale. You create churn. You cultivate an “us vs. them” dynamic where the organization becomes divided between those who fearfully conform and those who quietly plan their exit.

And maybe worst of all? You send a message that the way we do things doesn’t matter, as long as we hit the goal. That message corrodes culture from the inside out.

Leadership is not about steamrolling, it’s about stewarding. Let that sink in.

So, as I often do with my clients, let’s flip the script. Because there is a better way.

What Empathetic, People-Centered Change Looks Like

It starts with a fundamental truth: People don’t fear change. They fear loss.

So if you’re leading transformation, here are a few things to remember:

1. Listen Before You Leap

Before announcing your grand plans, get curious. What’s working? What’s not? What do people need in order to feel ready for change? Great leaders know that understanding comes before action.

2. Co-Create, Don’t Dictate

People are more likely to support what they help create. Invite voices into the process. Gather input. Share the why. Not just the “what” and “when.” This doesn’t mean consensus. It means inclusion.

3. Honor the Past as You Move Forward

Too often, change is framed as “out with the old, in with the new.” That can feel dismissive to those who’ve built and maintained the systems in place. Acknowledge what’s been accomplished before asking people to pivot.

4. Model the Change You Want to See

Leadership isn’t about telling—it’s about showing. If you want people to adapt, be the first to lean into discomfort, to own mistakes, and to learn out loud. And like I always say, talk the talk and walk the walk. They are watching.

5. Make Space for Emotion

Change is emotional. Let people have their reactions. Make room for conversation, not just compliance. People need time to process, ask questions, and connect the dots.

The Real Work of Leadership

Being a leader doesn’t mean you get to throw your weight around. It means you carry the weight of the organization with care and conviction. You hold both the mission and the morale. The outcomes and the people.

If your plan for change starts with threats and ends with turnover, it’s not transformation—it’s trauma.

You don’t need to “run over” people to make change happen. You need to walk with them. Side by side. One conversation at a time.

Let’s not forget: sustainable change is a people-first process. That’s not soft. That’s smart. And frankly, it’s the only way change sticks.

So the next time you find yourself tempted to “run over” resistance, pause. Get curious. Ask what it’s really telling you. Because behind every pushback is a person. And behind every successful transformation is a leader who remembered that.

Ready to Lead Differently?

If you’re leading change—or it’s leading you—and you don’t want to bulldoze your people in the process, let’s talk.

I help leaders like you design people-centered transformation strategies that work with your culture, not against it. That drive results and engagement. That leave your people better, not bruised. So reach out. Let’s strategize how to create a better organization for you, your people, and your customers. Change doesn’t have to be traumatic. Let’s make it transformational.

About Scott Span, MSOD, CSM, ACC: is CEO at Tolero Solutions. As a people strategist, leadership coach, and change and transformation specialist, his work is focused on people. Through his consulting and training work, he supports clients to survive and thrive through change and transition and create people-focused cultures and a great employee experience. Through his coaching work, he supports people willing to dig deeper to identify and overcome what’s holding them back, change behaviors, accelerate performance, and achieve their goals.

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