Hi Reader,
Let’s be honest: we’ve all made countless attempts to manage change effectively.
We’ve held all-hands meetings, run senior leader offsites, restructured teams, reallocated resources – and thought long and hard about the right frameworks to apply. But for all that effort, the results on the ground rarely match the aspiration. Change is one of the most revisited – and least resolved – challenges faced by organizational leaders.
The idea that “people don’t like change” continues to skew our understanding – and too often lets us off the hook when change doesn’t land. The truth? People don’t resist change. They resist change being done to them.
When people are part of shaping the systems they operate within, change doesn’t feel like a disruption – it feels like progress. It encourages growth, sparks momentum, and builds the kind of shared ownership that makes transformation possible.
In our work with leadership teams, we’ve seen this firsthand:
- People are more engaged when they feel a sense of agency in the process
- Organizations adapt faster when frontline voices are part of the design
- Momentum is built when people are invited to co-create the path forward
If we want to shift from cynicism to enthusiasm, we have to rethink how change happens, and more importantly, who it includes.
The Assumptions We Hold
Let’s start with the big myth: “People don’t like change.”
This idea gets tossed around a lot in organizations. It's usually to explain why an initiative didn’t land or a new strategy fizzled out.
But here’s the truth: People don’t resist change. They resist change they don’t understand, didn’t ask for, or had no hand in shaping.
Think about it: people embrace change when they have a voice in shaping it. When they launch a new initiative, step into a bigger role, or take on a challenge they’ve chosen – they bring energy, commitment, even excitement. The difference? Agency.
Even the most thoughtful leaders – those who communicate early, explain the “why,” and genuinely care about their people – can unintentionally create a dynamic where change feels pre-decided. Input may be invited, but often at a stage when the direction is already set. People are asked to respond, not shape. And while the intent is inclusion, the process can feel like a formality. What was meant to build agency quietly undercuts ownership.
So it’s no surprise the response is cynicism, confusion, or resistance.
If we want a different response, we need to operate from a different set of assumptions:
- Change isn’t the problem - a lack of agency is.
- Ownership fuels meaning.
- The process matters as much as the plan.
When people are invited to help shape what and how change happens, they bring creativity, energy, and insight.
So if your team seems stuck, skeptical, or simply tired of “another change,” pause and ask: What assumptions are we operating from? And what kind of process would help our people feel seen, trusted, and involved? Because change done with people will always outperform change done to them.
How We Show Up
We often think of change as a strategy problem. But in our experience, it’s just as much a human one. Even the most well-crafted plans can fall flat if the people leading them show up with the wrong posture.
Your mindset, behavior, and relational presence during times of change directly shape how others respond
And this isn’t just about being “positive” or “nice.” It’s about embodying a posture that helps people feel seen, capable, and involved in shaping what’s next. It's essential to the success of the change effort.
Here’s the good news: there are some reliable dimensions leaders can focus on to show up well in the midst of change. Our model breaks it into three:
- Mindset: How we think and what we believe about ourselves, our teams, and the change ahead
- Behavior: What we say and do, especially in moments of tension, ambiguity, or pushback
- Relationships: How we engage with others and whether we invite participation, build trust, and model vulnerability
These three dimensions compound. When leaders hold possibility in their mindset, show consistency in their actions, and prioritize connection in their relationships, they create the psychological conditions where change becomes more doable.
In other words: How you show up sets the ceiling for what’s possible.
Take Ted Lasso, a fictional but instructive example. He walks into a fractured locker room, not with a genius strategy or flashy PowerPoint, but with humility, belief, and a willingness to connect. And in doing so, he catalyzes a change that strategy alone never could.
So before you roll out the change plan or announce the next initiative, ask: What signals are my presence, tone, and engagement sending to the team?
Because in the long run, it’s not just your strategy that shapes the success of change, it’s your presence.
The Frameworks We Use to Make Change Stick
Even with the right mindset and inclusive process, meaningful change doesn’t happen by accident. It takes structure.
In our work, we’ve seen that the most successful change efforts don’t just announce what’s changing, they intentionally guide the journey. And that journey is shaped by four distinct but connected forces:
1. Set the Direction
Start with clarity. What exactly is changing, and why does it matter? Leaders must define a clear vision and help people understand the purpose behind the change. When the “why” is strong and consistent, alignment follows.
2. Involve and Ignite
Change isn’t just an intellectual process, it’s an emotional one. People are more likely to embrace change when they feel part of it. This step is about inviting voices in, creating connection to purpose, and sparking intrinsic motivation. It’s not about flashy rollouts - it’s about real engagement.
3. Shape for Success
Once the energy is there, the environment has to support it. That means aligning structures, systems, and roles to make the change doable. If your expectations change but your processes don’t, resistance is inevitable. Design your operating environment to make the right behaviors easier.
4. Fuel the Momentum
Even great change efforts lose steam without sustained attention. Momentum builds through quick wins, visible progress, honest reflection, and regular iteration. Teams need time and space to adapt, course-correct, and celebrate along the way.
We’ve seen time and again: when change includes clear purpose, inclusive design, and iterative practices, it becomes less about top-down mandates and more about shared movement.
So if you're navigating change, whether big or small, remember: strategy matters, but culture sustains. And it’s the frameworks we use every day that determine whether change will thrive… or stall.
Bottom Line: Change isn’t a playbook. It’s a practice.
You don’t just do it once. You lead it, refine it, and re-lead it, again and again. When people are part of that process, change isn’t something to endure. It becomes a chance to evolve.
Let us know - what’s one shift you’ve made (or want to make) to help your team embrace change differently?
- Shaun & Joe
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