What I have learnt about managing change
Change has been the constant thread through every organisation I’ve worked with and every role I’ve held. Early on, it meant adapting to new systems and evolving ways of working. In later roles, it became about supporting people through the uncertainty and emotion that change brings. Across all of these experiences, I’ve learned that change isn’t fundamentally about processes or strategies — it’s about people, their reactions, and the belief leaders help them build. Effective change leadership goes beyond planning; it requires empathy, emotional intelligence, and the ability to balance vision with authentic human connection.
Create clarity and meaning
Change only resonates when people understand why it matters now and where it is taking them next. Announcing a shift without context can feel arbitrary or even threatening, but explaining it within the wider business strategy; the problem it solves, how it connects to the bigger picture, and what it means for individual roles. This can help reduce uncertainty and resistance.
But rationale alone isn’t enough. People also need to see the future they are working toward: a vision that is clear, credible, and worth the effort. Making an emotional connection by showing how the change touches daily work and personal aspirations helps individuals imagine themselves in that future and feel part of the journey.
Follow through on commitments
Trust is built through small, consistent actions. When you promise an update mid‑month, deliver it, even if you don’t have every answer yet. Consistency matters more than perfection. People notice when leaders follow through, and that reliability becomes a stabilising force during periods of change. Conversely, letting small commitments slip erodes confidence quickly. Once trust is weakened, every future message is harder to land and harder to believe.
Be transparent when you don’t know
Leaders often feel pressure to have all the answers, but pretending certainty when none exists erodes trust. Plain English works best: ‘We don’t know yet, but here’s what we are thinking about right now’. Transparency about uncertainty reassures people that you’re being honest, and it invites them to contribute ideas rather than speculate in silence. In my experience, admitting what you don’t know often strengthens credibility, because people value honesty over false confidence.
Test messaging and seek feedback
Change communication is rarely perfect the first time. I have found testing messages with a smaller group before rolling them out widely can surface blind spots, highlight confusing language, and refine tone. Seeking feedback along the way shows respect for people’s perspectives and makes them feel part of the process, not just recipients of decisions. It also helps leaders avoid the trap of assuming that what makes sense in the boardroom will automatically resonate on the frontline.
Emotional intelligence is critical in times of change
As Görgens‑Ekermans and Roux (2021) note, leaders with higher emotional intelligence are more effective in influencing people’s attitudes. To lead others through uncertainty, you must first be in the right place emotionally yourself. That means listening more than talking, acknowledging concerns, and managing your own reactions under pressure. Emotional intelligence isn’t soft; it is the foundation of resilience and trust, and without it, even the best strategy will falter.
Adapt to culture
Closely linked to emotional intelligence is cultural awareness. Effective change leadership means adapting not only the message but also how it is delivered, depending on the cultural context. What resonates in a direct, low‑context culture may feel abrupt or disrespectful in a high‑context culture where nuance and relationships carry more weight. I often draw on Erin Meyer’s The Culture Map (2014), which highlights that leaders who adjust their style, by being more explicit and detailed, or by listening for what is implied. This can help build trust more quickly and reduce misunderstanding.
What do you think?
How do you manage change? What works well for you?
If your organisation is navigating transformation and you’d like to explore how these lessons can be applied in practice, I’d welcome a conversation. Let’s share experiences and discuss what makes change truly stick.
In this article I quoted Görgens-Ekermans, G., & Roux, C. (2021). Revisiting the emotional intelligence and transformational leadership debate: How does emotional intelligence matter to effective leadership? SA Journal of Human Resource Management, 19.
#ChangeManagement #Leadership #EmotionalIntelligence #OrganisationalDevelopment #BusinessStrategy #Consulting #FutureOfWork #CultureMap #CrossCulturalLeadership #InclusiveLeadership #GlobalBusiness
Add comment
Comments