Creating A Positive Narrative Around Change Initiatives

Just finished a lovely workshop with fahad punjwani of Suchee Studios on Reframing Change. Fahad invites us all to see that change is not about logistics alone. Change is emotional. I love getting to work with leaders on the emotional element of change in todays complex environment -- the heart work of leadership. Here's a snippet of our thoughts, and three tips for changemaking: Have you heard the phrase "people resist change"? Well, would you resist a gift of $100 million, no strings attached? That's a big change, but probably not. (If you said no to that question, my guess is you're thinking about the consequences, the losses you might incur.) It's actually not change that we resist -- it's loss. Whenever we see resistance to change in our organizations, it's because there is loss involved that people are protecting against. For good reason! So in a change process, look for what might be lost if you make that change -- even if you think the change is positive. It's easy to see material losses, like money or a job, and maybe even intangibles like agency and control. But at a deeper level, there are likely losses to identity and loyalties that people are resisting. (this is true at a personal level too: if you're struggling to make a change in your life, ask yourself what identities, loyalties, or stories you might lose if you were to actually change?) So how can we honor those losses in change processes? How can we maintain identity and enable agency? And/or, how might we narrate the change to align it with a story they are already telling? So often our own narration of change gets in our own way. Change champions narrate only the change, and only the benefits of change. This leaves resistors desperate for their losses to be seen, and fighting for what needs to stay the same. As leaders of change, here are three handy tips to avoid this polarization: 1. Try including in your narrative what's NOT changing. It's probable that 90-95% is staying the same. What if we anchor in that, to assure people there is some certainty here. 2. Try naming, acknowledging, and honoring the losses you're asking people to accept. This starts with asking, and learning what people are trying to protect from being lost. If you learn you can avoid some losses, great, all the better. But if you can't, naming them and their emotional impact can support people to feel seen. 3. Narrate change based in values, identity, and story. Aim for alignment with people's deeper values, and ensure that they have identity, story, and role in the new story. (Tim Walz is being a great example of all of this right now.) But above all the takeaway is that leadership is about people. So how do we work WITH our people to create the change we want to see in the world? Enjoy this food for thought... and leave a comment of how this resonates with you!

Change management is often a stumbling block in GTM. I recently stumbled on a book called 'Say What They Can't Unhear'. It's packed with actionable insights, but one principle in particular struck a chord: that people constantly seek validation that they're capable, smart, and good. Even if they don't realize they are looking for those sentiments, when these self-beliefs are challenged (even inadvertently) defenses go up immediately. This insight feels especially relevant as companies move into 2025 trying to balance growth targets with cost efficiency. This balance will demand evolutions ranging from processes and strategies to workflows and team structures. So how can you use the insight above? Imagine you're a CRO facing an aggressive 2025 plan. Your reality: no RevOps infrastructure, sales teams at 40% of quota, overwhelming workloads, and a CEO pushing for both long-term commitments and Q1 quick wins. The stakes? This is "the year" that determines company success. Consider these 2 approaches to the same conversation: Version 1: "Our company hasn't prioritized RevOps, so I can't see where the extra revenue is going to come from without more headcount. As it is, my Sales reps aren't even hitting 50% of quota and are complaining about being overwhelmed, the CRM workflows are slowing them down, and they're telling me they can't take on higher revenue goals. I don't have the tools or the support to set them up for success - how can I commit to aggressive goals without substantial investments?" Version 2: "As we head into 2025, we know that it's a different landscape than it was in 2010 and that the GTM org has big opportunities to shift behavior and outcomes. I'd love to see where the biggest levers are for growth and make sure we can track the ROI of any investment clearly. With the great team already in place and a lot of revenue potential, if we had some fresh eyes on the situation I think we could identify some quick wins - and longer term strategies - that would drive an exceptional 2025. Would the company be willing to consider an investment if we were confident it would pay for itself in short order, but give us what we need for long-term scalability & sustainability?" Version 1 essentially broadcasts: "Past decisions were poor, current goals are unrealistic, and I'm stuck with an underperforming team." It challenges everyone's competence - from leadership to sales reps. Version 2 reframes the conversation entirely. It acknowledges market evolution rather than pointing fingers, celebrates existing strengths while identifying growth opportunities, and positions investment as a catalyst for collective success. It preserves everyone's dignity while building excitement for positive change. As you craft your 2025 strategies, remember: your framing isn't just about word choice - it's about creating a narrative that empowers rather than diminishes. Sometimes, the game-changer isn't the message itself - it's how you frame it.

Storytelling is a change agent’s secret weapon. When it comes to driving change, a compelling narrative is more powerful than any policy or procedure. 📜 Employees don't just need to know what's changing - they need to understand why. They need to feel emotionally connected to the vision. That's where storytelling comes in. Craft a narrative that: - Anchors the change in a shared purpose - Paints a vivid picture of success - Connects the dots between the past, present, and future Use metaphors, analogies, and examples to make the abstract concrete. Put a human face on the data. Most importantly, make the story about them. Cast employees as the heroes of the transformation. People may forget the specifics of the plan. But they'll always remember how the story made them feel. Change starts with the heart. Capture it with a story that inspires. #ChangeManagement #Storytelling #CommunicationSkills