Two words that make everyone shiver: change management

Posted on 12 Dec 2024

By Adele Stowe-Lindner

Managing change well is an essential part of good leadership says Adele Stowe-Lindner, executive director, Institute of Community Directors Australia.

Why do the words “change management” make leaders and staff alike feel exhausted or threatened?

For leaders, even a single misstep in communication about change management can derail progress. Backtracking and rebuilding trust then takes time and energy. The process of guiding everyone toward the desired outcome often feels like an uphill struggle, especially when resistance is inevitable.

Leaders who assume that the necessity of change is self-evident may find themselves unprepared for the disappointment that follows when others do not share their enthusiasm.

For staff, change that is imposed rather than chosen frequently feels rushed, uncertain and poorly planned. This often leads to a sense of loss – of choice, control, and even the aspects of their work they value most.

In Australia, two recent policy proposals that would require behaviour change have provoked strong emotional reactions: restrictions on social media access for children under 16 and requirements for technology companies to address their role in spreading disinformation and misinformation.

Both proposals are backed by evidence highlighting the harm social media can pose to young people's mental health and to democracy. Yet alongside debates about free speech and enforceability, the emotional responses to these proposals reveal an underlying resistance to change – a fear of disrupting the status quo, even when the evidence suggests the change is necessary.

Similarly, at the Community Directors Aotearoa conference in New Zealand this month, I observed some resistance from community organisations to introducing salary sacrificing, a concept that charities in Australia see as a critical tool for supporting under-resourced staff. This resistance underscores a broader truth in change management: fear and uncertainty often overshadow potential benefits, underscoring the need for thoughtful communication and empathy. 

"Clear communication is not just a courtesy; it’s a leadership obligation."

There are two tenets of change management that can keep leaders on track and help staff get what they need.

Over-communicating with clarity is fundamental. Tell people more than you think they would want to know. Share the background, reasons, options, timelines – whatever you already know. If some details are unknown, acknowledge that honestly. Information helps people feel safe, while uncertainty feels like drowning for many, if not most, people.

If you are experiencing change management as a staff member and not getting what you need, simply ask (nicely). This approach is more solution-focused than fostering negativity with peers and requires both inner leadership and courage – traits valuable in any role or organisation.

Adele Stowe-Lindner, executive director, Institute of Community Directors Australia.

Clear communication is not just a courtesy; it’s a leadership obligation. We’ve seen campaigns like the Voice referendum and climate-related behavioural change struggle partly because their messaging assumed too much and clarified too little.

However, communication alone is not enough; it must be paired with empathy. Together they address people’s practical need for clarity and the emotional challenges that arise when people feel they are losing something important. When we ask people to change, we are often asking them to give up status, certainty, control, or even an activity they enjoy.

Assuming that change is obvious or easy risks alienating those involved. Leaders should actively acknowledge these losses and express gratitude for the effort required, even when the change is ultimately beneficial.

As a parent, I think a lot about the changes I am expected to make just to adapt to the changing nature of children as they become more independent. As I sit in the passenger seat next to my learner-driver son or daughter, I contemplate the short time until they are driving completely independently. Of course, the joy of seeing our children flourish mingles with the grief of what we lose as parents when that happens. We do not want life to stay still, but all of us like to have some control over changes where possible, some autonomy in an uncertain environment. 

I have observed remarkable resilience in community organisations and individuals this past year, particularly in response to sudden imposed changes and the challenges of racism and societal divisions. While resilience is often celebrated, many people describe their ability to cope as something born not of choice but of necessity. “I had to deal with it and keep going because I had no choice” is a sentiment I’ve heard repeatedly.

This highlights a central truth in change management: when faced with difficult change, people often find ways to adapt when they feel they have no other option. The shift from resisting change to adapting to it allows people to maintain a sense of autonomy, even in uncertain times.

The past year has been complex and challenging for many individuals and organisations. With the cost-of-living crisis afflicting many countries, there is nothing to suggest 2025 will be any easier. With this in mind, managing ourselves in contexts of change, and supporting others through change, will become fundamental to ensuring psychologically safe environments in work, volunteering, boards, advocacy and life.

As we navigate inevitable challenges, empathetic communication is essential for addressing fear, uncertainty, and resistance to change in ourselves and others. 

Leaders and staff alike must develop and sharpen their communication and empathy skills proactively. By emphasising clear, honest communication and understanding the emotional weight of change, we can turn resistance into resilience and create environments where people feel supported through transitions, not threatened by them.

Rather than reacting to change, we must make these practices a central part of our leadership strategy to help people adapt and to create psychologically safe environments.