How to Manage Change During Transformations

Too often, I see organizations treat change management like a box to check. A big announcement, a training session, and then done. But real change doesn’t work that way. True transformation requires: – Ongoing assessment – Adaptation – Reinforcement Without continuous effort, old habits creep back in, resistance builds, and the change fades. Here’s what effective change management looks like: ✅ 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 → People need clarity, not just at the start but throughout the process. ✅ 𝐎𝐧𝐠𝐨𝐢𝐧𝐠 𝐬𝐮𝐩𝐩𝐨𝐫𝐭 → Training once isn’t enough. Reinforcement helps teams adapt and sustain new behaviors. ✅ 𝐑𝐞𝐠𝐮𝐥𝐚𝐫 𝐟𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐥𝐨𝐨𝐩𝐬 → Success isn’t set in stone. Organizations must listen, measure progress, and adjust as needed. ✅ 𝐂𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐢𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐢𝐨𝐧 → Real change becomes part of how a company operates, not just a project with an end date. If you want change to last, 𝐜𝐨𝐦𝐦𝐢𝐭 𝐭𝐨 𝐭𝐡𝐞 𝐩𝐫𝐨𝐜𝐞𝐬𝐬, 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐭𝐡𝐞 𝐞𝐯𝐞𝐧𝐭. The best organizations don’t just manage change. They embrace it as a way of working.

Leading transformation isn't for the faint of heart. After guiding organizations through change, I've discovered these universal principles apply — Regardless of industry, size, or challenge. These 10 Commandments of Transformation are your guide: 1. Start With Why Without compelling purpose, transformation dies. Your team needs more than "what" - they need "why." Make it meaningful, make it matter. 2. Lead By Example You can't expect what you don't inspect. Transformation begins with your own behavior. Be the change before demanding it. 3. Communicate Relentlessly When you're sick of saying it, they're just starting to hear it. Use every channel, every meeting, every chance. Consistency creates clarity. 4. Honor Resistance as Feedback Resistance isn't obstruction - it's information. Listen before dismissing. Understand concerns to address them effectively. 5. Focus On Vital Few Trying to change everything ensures changing nothing. Choose your battles strategically. Concentrate energy where it matters most. 6. Celebrate Progress Small wins fuel big changes. Recognition drives continuation. Make progress visible to maintain momentum. 7. Build Coalitions No leader transforms alone. Champions multiply your impact. Cultivate allies at every level. 8. Balance Structure and Flexibility Plan thoroughly but adapt quickly. Rigid plans break under pressure. Agility enables success. 9. Measure What Matters Select metrics that drive behavior. What gets measured gets improved. Make success visible and trackable. 10. Sustain The Change Transformation isn't an event. Reinforcement prevents regression. Build systems that maintain momentum. Which commandment resonates most with your transformation journey?

According to a Bain survey, 65% of initiatives fail because they require significant behavioral change. Making business changes stick long-term is one of the greatest challenges leaders face. Here’s how to overcome this hurdle: 1. Clarify Objectives: Without crystal-clear objectives, your team will struggle to understand the "why" behind the change. Define the goals in simple, actionable terms that resonate with every level of the organization. 2. Reinforce Behavioral Change: Behavioral change isn't a one-time effort. It requires consistent reinforcement. Regularly communicate the importance of new behaviors, and celebrate small wins that align with the change. 3. Support Commitment to the Goal: Leaders must visibly commit to the change. This commitment builds trust and signals to the team that the initiative is not just another passing trend but a core part of the company's future. 4. Ensure Accountability: Accountability is critical. Assign clear ownership for each part of the initiative. Use metrics to track progress, and hold individuals and teams responsible for meeting their targets. 5. Combat the Swirl of the Day Job: One of the biggest obstacles to lasting change is the day-to-day swirl of existing responsibilities. Prioritize the change by integrating it into daily routines and making it part of the fabric of the organization. During a recent corporate carveout, we faced the challenge of transitioning from a legacy culture to a more agile, entrepreneurial mindset. The real hurdle wasn't just setting new strategies but ensuring everyone aligned with the new way of thinking. By focusing on these key areas—especially reinforcing new behaviors and combating the daily distractions—we successfully embedded the changes into the company’s DNA, turning a potential roadblock into a stepping stone for growth. Remember, the real problem often isn't the change itself but our collective unawareness of what truly needs to be done to make it stick. Focus on these key areas to ensure that your business changes become lasting improvements rather than temporary adjustments. #Leadership #ChangeManagement #BusinessTransformation #Carveout

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

💡 𝟱 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗜’𝘃𝗲 𝗟𝗲𝗮𝗿𝗻𝗲𝗱 𝗦𝘂𝗽𝗽𝗼𝗿𝘁𝗶𝗻𝗴 𝗜𝗧 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗧𝗵𝗿𝗼𝘂𝗴𝗵 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 A big part of my role is to partner with IT executives as they step into big change and enable transformative changes in IT - whether that’s standing up a new enterprise strategy, managing the transition to a global partner model, or improving how we align with the business. Doing this over and over taught me something important: 👉 𝗩𝗶𝘀𝗶𝗼𝗻 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗱𝗿𝗶𝘃𝗲 𝗶𝗺𝗽𝗮𝗰𝘁. 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁 𝗱𝗼𝗲𝘀. Here are 5 lessons for IT leaders looking to effect change in their organizations: 1️⃣ 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗶𝘀 𝗼𝗻𝗹𝘆 𝗮𝘀 𝘀𝘁𝗿𝗼𝗻𝗴 𝗮𝘀 𝘆𝗼𝘂𝗿 𝗳𝗶𝗿𝘀𝘁 𝗳𝗲𝘄 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀. People don’t need a manifesto. They need clarity—what to start, what to stop, and what matters right now. 2️⃣ 𝗬𝗼𝘂𝗿 𝗺𝗲𝘀𝘀𝗮𝗴𝗶𝗻𝗴 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗺𝗼𝗱𝗲𝗹. Teams will interpret your tone, language, and priorities as cues for how to behave. Set those signals intentionally from the start. 3️⃣ 𝗠𝗶𝗱𝗱𝗹𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗺𝗮𝗸𝗲𝘀 𝗼𝗿 𝗯𝗿𝗲𝗮𝗸𝘀 𝘆𝗼𝘂. This is where legacy friction, decision-making gaps, and real adoption challenges show up. Support this layer early and often. 4️⃣ 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗻𝗼𝘁 𝗲𝗻𝗼𝘂𝗴𝗵—𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆. For every major transformation, I provide a framework that helps define the business’s role, manage capacity across cycles, and ensure sustained executive sponsorship. Without it, IT owns too much. 5️⃣ 𝗤𝘂𝗶𝗰𝗸 𝘄𝗶𝗻𝘀 𝗯𝘂𝗶𝗹𝗱 𝘁𝗿𝘂𝘀𝘁—𝗯𝘂𝘁 𝗼𝗻𝗹𝘆 𝗶𝗳 𝘁𝗵𝗲𝘆’𝗿𝗲 𝗮𝗹𝗶𝗴𝗻𝗲𝗱. Early momentum matters. But make sure every win points toward the larger strategy. Otherwise, you're just busy - not effective. Whether you’re stepping into a new tech leadership role or enabling someone who is I’d love to hear what worked and what didn't. #ITLeadership #DigitalTransformation #ChangeEnablement #CTO #CIO 

I’ve seen this play out too often: A CEO decides their organization needs to embark on a lean transformation. The first step? Hire someone from Danaher or another organization known for operational excellence. The next step? Quickly abdicate their own leadership role in driving the change. Suddenly, the transformation is in the hands of an outside “prophet,” while the leadership team sits on their hands, waiting for direction. This approach misses the mark entirely. Lean isn’t something you delegate. It’s not a program or a checklist. It’s a cultural transformation, and that starts with the CEO and senior leadership fully owning the change—not outsourcing it. If you’re serious about transformation, ask yourself: What will I stop doing to make time for leading this effort? How will I set the example for others to follow? Am I willing to confront the brutal realities within my organization, starting with my own role? Lean succeeds when leadership is all in—not just in words, but in action. Anything less, and you’re just rearranging deck chairs. So here’s the challenge: Are you leading the change, or are you outsourcing your responsibility?

I was recently reminded of the significant grounding power of Prosci's five tenets of #changemanagement and the associated plain language questions that can unlock obstacles and provide focus. When I am on stage to share the mindset that people are indeed on the critical path of #changesuccess with a group that may not know much about change management (i.e. executives and senior leaders), this is one of the frameworks I lean on regularly. Why? The first three tenets do not mention change management, but describe the nature of change and how it happens. Then, in the fourth tenet, change management is positioned as the solution to the realities of successful change (or as an antidote when change has been left to chance). Tenet five closes the loop by connecting adoption back to the project's purpose. Prosci's Five Tenets of Change Management + Plain Language Questions: Tenet 1: We change for a reason. Question 1:Why are we changing? T2: Organizational change requires individual change. Q2: Who has to do their job differently (and how)? T3: Organizational outcomes are the collective result of individual change. Q3: How much of our outcomes depend on adoption and usage? T4: Change management is an enabling framework for managing the people side of change. Q4: What will we do to support adoption and usage? T5: We apply change management to realize the benefits and desired outcomes of change. Q5: How will driving adoption and usage improve results? When I'm engaging senior leaders, I usually lead with the five question and only concluded with the connection back to the discipline of change management. How have you used the five tenets framework in your work?

Leading transformation while running operations is like changing the engine while driving. The hidden mental load founders carry: • Making strategic decisions while firefighting daily crises • Inspiring the team while personally doubting the plan • Learning new systems while teaching others how to use them • Staying positive while processing constant feedback about what's broken The data shows: → 72% of founders struggle with mental health during major changes. The transformation burnout cycle: • Launch ambitious transformation plan • Underestimate the mental energy required • Get overwhelmed by resistance and complexity • Question everything while trying to stay confident for the team • Burn out or abandon the initiative The sustainable approach: • Chunk the change: Transform one process at a time • Build support systems: You can't carry it all alone • Expect the emotional toll: Plan for the psychological cost • Celebrate small wins: Momentum matters more than perfection This is the same system I have used inside small companies and large to create massive change in systems and people. The uncomfortable truth: • The biggest obstacle to transformation isn't your team's resistance. • It's your own mental capacity to lead through uncertainty. For more insights on managing founder mental load during growth, get my newsletter: https://lnkd.in/gazdRuQQ

Teams resist shifts. Leaders feel stuck. Many clients come to me to help them create a path forward for change, but often when it has already gone off the rails. Here's why that happens and how to move forward. Leaders often misunderstand the emotional stages of change, leading to ineffective management of team transitions. This resistance during organizational changes stems from: • Lack of awareness about change psychology. • Misinterpreting employee reactions. • Rushing the process. The result? ↳ Stalled progress and team discord. So, instead of intensifying opposition and slowing adaptation by: → Increasing communication. → Offering incentives. → Setting strict deadlines. Focus on these five steps: 1. Recognize the 9 stages of change. 2. Allow time for emotional processing. 3. Provide targeted support at each stage. 4. Create a safe space for concerns. 5. Lead by example, showing vulnerability. People won't back a change if they doubt they can handle it. As a leader, your role isn't to force them through the change, but to boost their confidence so they can navigate the change on their own. — P.S. Unlock 20 years' worth of leadership lessons sent straight to your inbox. Every Wednesday, I share exclusive insights and actionable tips on my newsletter. (Link in my bio to sign up).