As a business analyst and coach, I have spent the past decade assisting leaders through complex change management processes. Since 2013, I have been an integral part of change management initiatives for large organisations, gaining valuable insights with each experience. This exposure has shaped my understanding of leadership, transformation, and the strategies that drive successful change. In business, many factors will remain uncertain, but change will always be ever-present.
Not knowing what the changes may be nor when they present themselves can be a major cause of stress, frustration and employee dissatisfaction. Having guided small and large businesses through tumultuous waters, it’s fair to say there are a myriad of teachable moments in managing these scenarios.
Identifying Bumps in the Road
A glaring error ahead of overseeing change management is often the first step taken. Leadership likes to consult with a ‘big-name consultancy’, bringing out the big guns and scaring everyone in the process. Whilst no doubt they have experience in re-structuring businesses, it must be said that divorcing the decision makers from those affected is risky. Removing the emotion from this scenario creates bad blood and resentment.
There’s a large gap between the consultants who leave behind their spreadsheet outlining the new structure, and those that need to enforce the change and move forward. Often, by the time I am asked to assist, a wide gap has developed, mostly filled with anxious, uncertain employees.
Two things easily identified are that companies are not doing the basics right and that the people directing the change aren’t involved with the people affected. In my experience, change fails not because employees resist it, but because leaders fail to guide it effectively.
The Crisis of Failed Change Management
Before you start anything, you must create a clear vision and strategy for what’s ahead.
Without ill intentions, people panic and communicate with their teams too early amidst uncertainty. You first need to define what the change is going to look like, and then sit with the executive team. Priority is getting the buy-in from your core team, most often the company’s senior leadership.
Create a clear strategy outlining where you see this going. Get the team to do their research on what impact this will have at all levels. The research and planning need to come before any formal communication.
In most cases, where initiatives fail is in communications. Too many leaders don’t know how to communicate.
If there is a Section 189 restructuring or a potential merger, there are likely to be non-disclosure agreements in place which would prevent individuals from communicating.
What I always tell leaders is although you can’t communicate, you can still engage. You can talk to people. Change is tangible and can be felt, so make the time to have meaningful coffee catchups with your team. People are practical and understanding about the legalities behind a process and what this means for management. Nothing prevents you from asking someone how they are feeling, and if there’s anything that they want to talk through.
A big mistake managers make is to disappear when change is afoot. This creates anxiety when people are already on edge. Ensure you have a clear script of what you’re going to say, and what you will not divulge. Don’t be ambiguous or create worry.
Time to Engage
When the communications have been finalised, it’s time to group people for debriefing sessions. If, for example, we’re going through a company-wide change that’s going to affect job loss, a manager leads those discussions. The managers need to provide support to make the future more bearable.
Visible managers can lead change more effectively.
Worrying research indicates that leaders are not trusted during a change process. This happens when they are not visible and uncommunicative. People are looking for guidance and if that’s noticeably absent, it exacerbates a difficult situation.
The Leadership Playbook for Navigating Change
● Have a clear vision – Employees need to understand the ‘why’ behind the change.
● Lead with transparency – Clearly articulate the vision and necessity for change.
● Frame change as an opportunity – Use real-life success stories that illustrate this.
● Improve communication – Engage your team appropriately and honestly from the start.
● Avoid change fatigue – Employees become overwhelmed by constant shifts, so keep guiding them through check-ins and updates.
● Provide ongoing support – Ensure employees have the tools they need to adapt.
Embracing Change with Purpose and Leadership
Change is inevitable, but failure is not. Leaders who approach change with a clear vision, transparent communication, and genuine engagement foster trust and resilience within their teams.
By prioritising the human side of change, managers can turn uncertainty into opportunity, ensuring that transitions are not just endured but embraced. True leadership lies in guiding people through transformation—not just structuring it on paper but standing beside them every step of the way.
By Alvin Govender
