Leading Through the Storm; How to Help Your Team Navigate Change Successfully

linnearader
Jul 30
6 min read

In our last post, we talked about why change is so hard for people. Our brains are wired to resist it, we experience loss more intensely than gain, and change threatens our sense of control and identity. Understanding these realities is step one. But understanding isn't enough, as leaders, we need to know how to help our teams move through change successfully.

People walk through heavy snow and wind on a city street, bundled in winter clothes. Blurry buildings in the snowy background convey harsh weather. — Lead through change

Here's the truth: you can't eliminate the difficulty of change, but you can absolutely influence how your team experiences it. The difference between change that strengthens a team and change that fractures it often comes down to Leadership’s approach.

"You can't eliminate the difficulty of change, but you can absolutely influence how your team experiences it."

Start Before You Start

The most successful change initiatives begin long before the actual change is announced. This might sound counterintuitive, but hear me out. Building your team's change resilience isn't something you do during a transformation, it's something you do every day.

Teams that navigate change well are teams that already trust their leader, feel psychologically safe, and have experience working through challenges together. If you're reading this thinking about an upcoming change, ask yourself: How is my relationship with my team? Do they trust me to have their best interests at heart? Do they feel comfortable coming to me with concerns?

"Building your team's change resilience isn't something you do during a transformation, it's something you do every day."

If the answer to any of these questions is no or you aren’t sure, you have a new project! You can't lead people through change effectively if you haven't first established a foundation of trust and open communication.

Lead with the Why, But Don't Stop There

When announcing an upcoming change, most leaders focus heavily on the "what,” what's changing, what the new process will look like, what people need to do differently. Some remember to include the "why," the reasons for the change, the strategic rationale, the benefits we expect to see.

"A very smart leader I know says this is where you 'bite your tongue until it bleeds' giving the opportunity for your team to do the talking."

But there's a third element that's often overlooked: the "why now." People need to understand not just why the change is good in theory, but why it's happening at this specific moment. What's driving the change right now? What happens if we don't make this change? What external pressures or opportunities are influencing this decision?

And here's the part many leaders miss: after you've explained why, ask your team what questions they have. Like, really ask, don’t just say “any questions” and walk away. Ask their thoughts or what comes to their mind as they process the change and then wait for the silence to break. A very smart leader I know says this is where you “bite your tongue until it bleeds” giving the opportunity for your team to do the talking. The first question someone asks might not be the real question. Give people time to process, formulate their thoughts, and feel comfortable asking.

Acknowledge the Losses Honestly

"When you name the losses, you validate people's concerns and demonstrate that you understand the full scope of what you're asking them to navigate."

Remember loss aversion from our last post? People focus more on what they're losing than what they're gaining. As leaders, our instinct is often to minimize these losses or redirect attention to the benefits. This backfires.

Instead, acknowledge the losses honestly and specifically. "I know some of you are concerned about losing the close working relationship you've built with your past supervisor. That's a real loss, and it makes sense that you'd feel uncertain about it."

When you name the losses, you validate people's concerns and demonstrate that you understand the full scope of what you're asking them to navigate. This doesn't mean dwelling on the negative, but it does mean showing empathy for the complete human experience of change.

Create Participation Opportunities

A man speaks to a diverse group of smiling people around a table with laptops in a bright, modern office with large windows. — Participate in the discussion

Earlier, we discussed how change threatens our sense of control. While you can't give people control over whether change happens, you can give them influence over how it happens.

Look for opportunities to involve your team in implementation decisions. Maybe they can't choose whether to adopt change vendors, but they can help decide on training schedules, operating procedure changes, or communication protocols. Maybe they can't influence the timeline, but they can provide input on potential challenges and solutions.

Even small opportunities for participation can dramatically shift how people experience change. Instead of feeling like passive recipients, they become active contributors to making the change successful.

Communicate Obsessively

Here's something every leader underestimates: how much communication change requires. You'll think you've explained something clearly, comprehensively, and memorably. Then, two weeks later, someone will ask a question that makes you realize your message didn't land at all.

This isn't because your team isn't listening. It's because people in the midst of change are dealing with cognitive overload. Their brains are working overtime to process new information, manage emotional responses, and figure out how to succeed in the new reality. Some of your message will get through, but much of it won't stick the first time.

Remember from our last post, in absence of facts, people MSU (Make Stuff Up). The more clearly you communicate, the more successful the change. Plan to repeat key messages multiple times, in multiple formats, through multiple channels. Send emails, hold team meetings, have one-on-one conversations, create visual aids, share updates in your regular check-ins. Yes, it will feel repetitive to you. Do it anyway.

Focus on Building Confidence Through Small Wins

Change erodes confidence because it forces people out of their comfort zone. The fastest way to rebuild confidence is through experience, specifically, successful experiences with the new way of doing things.

Look for opportunities to break large changes into smaller, more manageable pieces that allow people to experience success quickly. If you're implementing a new process, start with the simplest part before moving to complex ones. If you're changing organizational structure, begin with one team or department before rolling out organization-wide.

Celebrate these small wins explicitly. When someone successfully uses the new system or adapts well to a process change, acknowledge it publicly. Success breeds confidence, and confidence makes people more willing to tackle the next challenge.

Be Present for the Messy Middle

Text graphic titled "Navigating the 'Messy Middle' of Change" with three pink icons detailing stages: excitement fades, productivity dips, leaders step up. — The messy middle

Every change process has what I call the "messy middle,” that period after the initial announcement when the reality of change sets in, but before the new normal feels normal. This is when productivity dips, frustration peaks, and people start questioning whether the change was a good idea.

This is also when many leaders mentally check out, assuming their job is done because they've announced the change and provided the training. Don't do this. The messy middle is when your team needs you most.

"The messy middle is when your team needs you most."

Be visible, available, and patient during this phase. Expect questions you've already answered. Expect temporary drops in performance. Expect emotions to run high. Your steady presence and consistent support during the messy middle will determine whether your team emerges stronger or more fractured.

Model the Behavior You Want to See

Finally, remember that your team is watching how you handle the change. If you seem anxious, overwhelmed, or resistant, they'll pick up on that energy. If you're constantly apologizing for the change or expressing doubt about the decision, you're undermining your own change effort.

This doesn't mean pretending change is easy or that you have no concerns. It means demonstrating the mindset and behaviors you want your team to adopt. Show curiosity instead of fear. Focus on solutions instead of problems. Express confidence in your team's ability to navigate the challenge successfully.

Leading through change isn't about having all the answers or making change painless. It's about creating the conditions where your team can move through difficulty together, learn from the experience, and emerge more resilient on the other side.

Change is a huge and, honestly, wonderful topic, so there’s more to come. Check back soon for more change management topics!

And, as always, carry social kindness with you everywhere you go. The world needs you and your positive mindset!