Two things are inevitable nowadays – taxes and change. While the first one is beyond our control, leaders must recognize the importance of managing the second – THE CHANGE. Whether it is entering a new market, creating a new structure, or just implementing a new technology, the action itself disrupts the status quo and moves people in a new direction. Leaders play a critical role in guiding this process, requiring continuous clarification, unconditional empathy, and a sustainable purpose for everyone involved in this change.
In the following rows, we will dig a little deeper into common threats leaders face during major change management initiatives and add specific actions or strategies they may need to execute to sustain the change most positively. The following text may help leaders focus on how to build confidence in leading the change while also keeping the team productive and engaged.
Threat 1: Resistance to Change
So common and much more emotional than needed. The leader comes out, announces a significant positive change, and people seem unwilling to support it. And this is so normal. People like to live in their comfort zone. The natural reaction when someone announces a disruption of the already established balanced environment is resistance. It can be seen as active pushback or passive disengagement, as evidenced by productivity, spread effectiveness, etc. Recognizing this, leaders should focus on strategies that effectively address these emotional responses.
To overcome this state of mind and the status quo, the leader should
- Share the “why” behind the change as early as possible and prepare for constant and frequent communication of this “why”. The more effort is put into explaining the bigger picture and its positive impacts, the more people will be ready for what is coming.
- Create safe spaces for feedback and validating all concerns of the team. The more this happens, like an acknowledgement without judgment of the behavior and fears, the better the conditions for the change will be.
- The members of the team who can support the calmness of the team are key for the leader. The more of them the leader identifies and drags to the side of the change, the smoother it will happen.
Threat 2: Loss of Trust
“Employees will better trust someone from the street, instead of the leadership team.” This quote is popular and, at the same time, very impactful. Changes that feel poorly explained and secretive may erode trust in leadership. It often leads directly to skepticism and disengagement from the communicated change. It happens not because the change is bad, but because of how it is transmitted. Building trust requires transparent communication about what is known and what remains uncertain, helping to reduce distrust and foster engagement.
Putting effort ever to overcome that state of mind includes:
- Transparent communication: Something is incomplete. Well, doesn’t matter – share it. Something creates uncertainty – share it. Leaders need to understand that timely, as soon as possible, sharing of what is to come builds engagement and trust. The more honest they are, the more credibility their decision has and the more support it generates, making this strategy essential for successful change management.
- Deliver what you promise: Change comes, and no one is prepared for it. Often, the leaders responsible for it promise to support it through various elements. People hear about training, regular updates, and support on every level. According to HBR research, 59% of leaders fail to deliver on their promises. Delivering on all commitments supports positive change. So why wait?
- Behavioral Integrity: It is simple. Leaders who can walk the talk earn others’ trust and gain support. Consistency is a crucial element here. The more the leader builds a connection between what was said and what is done, the stronger the support and the greater the impact.
Threat 3: Messy and Unclear Roles and Expectations
Changes in structures or models also change the roles in the organization. The new reality demands clarity about what is being done, what will happen, and what will change for each role. Some roles may disappear, while others may change drastically. To prevent team members from feeling lost or undervalued, leaders should provide detailed explanations of how each role fits into the latest model, emphasizing the role’s contribution to the new environment.
To smoothly overcome this situation, you may need to:
- Clarify new frameworks for everyone: It starts with updating job descriptions. But continues by explaining carefully and in detail how each role fits into the latest model. The crucial element here is not to explain how the person fits the role, but to explain how the role fits the environment.
- Offer an equipment plan: Many leaders talk about change and then leave people to figure out how to deal with it. Offering training and support to people to help them build skills and understanding of how their role must contribute to the new framework is crucial for success
- Scheduled check-ins: Planned check-ins that happen are an element that the leader needs to sustain the change. Confidence is built in employees after they see support, go through one-to-one meetings, and receive ongoing, flexible support on a personal level.
Threat 4: Clash of the Titans or the Culture Clash
Implementing a new business model requires a new mindset. And it, on the other side, needs to build a new way of working. People who used to work in a specific way and have already built a framework that works for them can easily freak out during this transition. Not something new, bout often an underestimated element when change happens.
To get through this imbalance more easily, the leader needs to:
- Build the ground by defining the new cultural framework: That means explaining the latest values, behaviors, and expectations in the changed environment. And as an additional step, determine which attitudes are acceptable when supporting these transformed elements.
- Promote cultural wins by celebrating them openly: This easily means to recognize and reward those actions reflecting the new culture in the organization.
- And the obvious cliché – Leading by example: Leaders must exemplify the behavior they want to see. Their actions should mirror the example they expect from their people. The new cultural mindset needs to be seen directly and undoubtedly in their behavior and tone with the rest of the team.
Threat 5: Fatigue coming from the change
Implementing changes and transforming teams and organizations is not a bad thing. However, when too many changes happen at once, they can turn the energy for change into fatigue, trigger burnout, and lead to disengagement. The more changes there are, the less energy remains for each one. This may mean that individuals feel they have to be present in many places simultaneously, yet end up delivering lower results and feeling dissatisfied with themselves.
To fight against that, the leaders may need to:
- Build a prioritization mindset toward Change: Said, organizationally, it is equal to breaking the initiative into smaller and manageable steps, giving time to the team to breathe and recover from fatigue. It helps avoid team overload in the long run.
- Acknowledge the Effort: Effort is effort. No matter how different people see it, it is a move of one person from one place to another in time. The best the leader can do here is to recognize it on a physical and emotional level. It is why people often say that a simple “Thank you” moves mountains.
- Create Moments of Stability: What confuses people during change is the insecurity of what can happen to them if the change is executed. To fight this state of mind and behavioral agenda, the leader should invest effort in maintaining familiar routines and traditions already established to give the team a sense of purpose, balance, and continuity.
FINAL WORDS:
There is a simple cliché people often hear when change approaches. It says, “Change is hard.” The pity here is that this cliché stops here. A good end of these phrase leaders should live with is … but don’t have to be chaotic. With clear communication, a people-first approach, and mindful leadership, every team can be guided through uncertainty and significant transitions. The team members watch the leader; they examine how the leader leads. The more effort the leader puts into being a helping hand for every team member, the smoother the transition will be.
As an end: Are you ready to lead? Do you have the confidence? Did you start, or plan to start? And… Start listening, planning, and acting with total integrity. Your team will be fully thankful to you for that.
Credits:
At the end, although I have invested some time in formulating the text above, my inspiration to write it came from some good reads I have gone through in the last several months. Most impactful of them, I want to give my credit to the authors and encourage you also to check it:
What Are the Challenges of Integrating AI in Healthcare Services? – Grupo Apoyo. https://grupoapoyo.org/what-are-the-challenges-of-integrating-ai-in-healthcare-services/
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