Leading Change with Confidence

In times of uncertainty, effective leadership can turn challenges into opportunities

A number of years ago, while Gerry Lynch, our Govn365 CEO, was leading Mars, he navigated a major change by bringing two organisations together. From the organisation’s perspective, it was a positive story—aimed at increasing sales and leveraging collective resources for greater growth. Who wouldn’t want to be part of that? However, Gerry discovered that, despite the positive outlook, change inevitably brings fear—fear of job loss, fear of personal impact, and fear of the unknown.

Even though the leadership communicated that it was a positive change, it took time for people to embrace it. Why? It’s only natural. Human nature inclines our brains to focus on the negative 70% of the time, so any change tends to highlight potential downsides.

When leading change, there are several strategies that can maximise your chances of success. Consider using a proven model like the ADKAR model:

A  - Awareness

The first step is to create a strong case for change—why it's happening, what the benefits are, and what the vision is—and ensure that everyone is aware of it. It’s important to communicate this well in advance and provide opportunities for the team to ask questions. Additionally, taking a proactive approach by brainstorming how the team might THINK and FEEL about the change can be invaluable. Present these assumptions to the team and seek their feedback to align perspectives and address any overlooked concerns. Define how you want people to THINK and FEEL by the end of the change process and measure progress along the way.

D - Desire

Gauge how willing your team is to embrace the change. Identify supporters who could become champions, as well as those who are resistant and may require more attention. Understanding their main concerns is crucial to gaining broader support.

K - Knowledge

What needs to be done differently? Clearly describe and demonstrate what the change entails and how it impacts each team member’s role. Provide coaching and training to help people transition smoothly. Establish a process for the change and ensure regular check-ins, even if there’s nothing new to report, as these moments offer opportunities for questions and help keep everyone on board.

A - Ability

Schedule practice runs and give people ample opportunities to prepare for the change. Clarity around new processes is essential, and monitoring the change process is critical to making adjustments as needed. Set realistic goals, as there will inevitably be a learning curve.

R - Reinforcement 

Monitor the change over time to ensure it meets expectations. Provide positive, reinforcing feedback to encourage the adoption of new practices and sustain momentum.

Conclusion

From a leadership perspective, one of the most important aspects is leveraging the intelligence within your organisation to successfully manage change. Engage your people continuously, rather than relying solely on the board or executive team. By actively engaging your entire organisation in the change process, you create a culture of trust and collaboration, paving the way for lasting success.