How to Guide Individual Change Journeys

One of the biggest lessons I have learned over my career is that real change cannot be mandated. It must be built through time and consistency. When people understand the importance behind the work and see their role in it, they are far more likely to move from compliance to genuine commitment. This becomes especially clear in large organizations. The more complex and important work is the harder it is to build alignment and momentum to bring that idea to life. When your idea is big, you can’t rest on your laurels. You have to keep the change top of mind and have a disciplined approach to moving forward. Over the years, I have been fortunate to have a front row seat to moments of real transformation inside large organizations. Some of the most meaningful change I oversaw is still part of the strategy and success today and I have observed several patterns that consistently make the difference between ideas that stall and those that take hold. 1.) Bring people along early: It was important to me to make sure we were bringing a diverse group of people into the fold. This was not something we could do overnight. Everyone had to be part of this effort, and we had to be intentional and purposeful about managing change across the organization. The result was those critical early conversations helped shape the direction and ensured the effort reflected a broad range of perspectives. Just as importantly, they created a sense of shared ownership from the beginning. 2.) Shift how people think about their role: A strong sense of ownership is critical. The people best positioned to move an idea forward need to feel they have played a role in shaping it. When individuals see their perspectives reflected in the direction of the work, they are far more likely to support it and help carry it forward. At the same time, not all ideas move at the same pace. Some changes, particularly those involving culture or mindset, require time, consistency, and reinforcement. Other moments require a different approach. There are times when organizations need to move quickly, whether in response to new technologies such as AI, market shifts, or emerging risks. In those cases, leaders still need to build understanding and bring people along, but they cannot wait for perfect alignment before taking action. The balance is knowing when to move deliberately and when to move with urgency. 3.) Change the way people work: In order to shift culture, moving from siloed thinking to a more collective mindset requires people to see beyond their individual roles and consider the broader organization. That kind of change cannot be mandated; it has to be built over time through shared purpose and reinforcement. In the end, strategic leadership is about understanding that change happens through people. When individuals feel heard, understand the purpose behind the work, and want to see how they contribute to it, that is when ideas begin to take hold and grow into something lasting.

Giving people information is rarely enough to encourage a change in their behaviour. A better approach is to understand what is holding them back. In my role as Communications Officer in the IT Division of UNHCR, the UN Refugee Agency, I constantly talk about change. Technology is developing at a lightening speed, and big part of my role focuses on supporting my colleagues in the adoption of new digital ways of working. In this job, I came to see that overcoming barriers that hold people back from adopting new technologies can, at times, be more important than guides, tutorials and announcements aimed at helping them to start using the tools.  Lack of awareness is usually just one of many factors which may prevent people from successfully adopting a new app or service. The barriers can include anything from lack of confidence to poor Internet connectivity. So, for those aiming to inspire change in others, consider these three points: 1️⃣ Understand the Obstacles: When seeking change, the instinct is often to push harder, using incentives, reasoning, data, and evidence. A better approach is to ask yourself -and others- what obstacles prevent people from doing the right thing. 2️⃣ Shift Your Focus: Move away from fixating on the change you wish to introduce and redirect your focus towards understanding your audience and their context. 3️⃣ Engage in Conversations: Talk to people you are trying to influence. A simple yet powerful question to pose is, "Why?" Be prepared to ask it multiple times to uncover honest insights. Another technique is to involve the individuals you serve in the process, turning them into co-creators of the solution. When thinking about strategies to propel people forward, it's crucial not to overlook the barriers that may be holding them back. Image credit: Kaamran Hafeez for the New Yorker 

True progress in transformation relies less on sheer willpower and more on accurately identifying your current stage of readiness. Clinical observation reveals specific patterns. I often see people trying to force a habit before their mind is even willing to entertain it. They skip the vital groundwork and wonder why the behaviour does not stick. Real change happens in distinct stages. Recognising where you actually are prevents a lot of wasted effort. Here is the breakdown I use in practice. 1. Pre-Contemplation You are not intending to take action in the foreseeable future. You might be unaware that your behaviour is problematic or produces negative consequences. You likely feel that the cons of changing outweigh the pros. The task here is not action. It is awareness. Do not force a new gym routine. Instead, simply observe the friction points in your current day. Notice how you feel after certain choices. 2. Contemplation You are intending to change in the next six months. You are aware of the pros of changing, but are also acutely aware of the cons. This balance can produce profound ambivalence that keeps people stuck in this stage for long periods. The task here is analysis. Identify the barriers. What specifically is holding you back? Is it time? Energy? Fear of failure? Do not start the diet yet. Start solving the logic puzzle of your schedule first. 3. Preparation You are intending to take action in the immediate future, usually measured as the next month. You have typically taken some significant action in the past year. You have a plan of action, such as joining a health education class, consulting a counsellor, talking to your physician, buying a self-help book, or relying on a self-change approach. The task here is design. Set the environment. Clear the friction. Buy the walking shoes. clear the diary for better sleep. Make the default choice the healthy one. Most people fail because they try to jump straight to action while they are still in contemplation. They rely on motivation to bridge the gap. Motivation is unreliable. Structural readiness is not. If you find yourself stuck, stop pushing harder. Step back and ask which stage you are really in. The answer usually tells you exactly what to do next.

Stop announcing change.  Start engineering it.  There's a massive difference and 7 models that prove it. Most leaders treat change as an event.  It's not. It's a system. And every system needs the right framework  - applied at the right time, to the right problem. Here's when to deploy each model: Stuck at the individual level? → Use ADKAR. Diagnose exactly where people stall  - Awareness, Desire, Knowledge, Ability, or Reinforcement.  One blocked stage kills the whole rollout. Need company-wide momentum? → Use Kotter's 8-Step. Create urgency first. Coalition second.  Vision third. Skip the sequence; lose the transformation. Culture shift that needs time to stick? → Use Lewin's 3-Stage.  Unfreeze. Change. Refreeze.  Simple - but most leaders skip the refreeze  and wonder why change doesn't hold. Behavior won't budge? → Use McKinsey's Influence Model.  Real behavior change requires four simultaneous levers:  role modeling, conviction, reinforcement, and skills.  Pull only one; people revert. Misalignment between teams? → Use Prosci PCT.  Leadership, Change Management,  and Project Management must move in lockstep.  A gap in any corner collapses the triangle. Facing resistance? → Use Nudge Theory. Don't mandate.  Design low-friction pathways.  Present change as a choice, remove adoption barriers,  celebrate early wins loudly. Enterprise-wide transformation? → Use BCG's Change Delta.  Enabled leaders + executional certainty + an engaged organization  - all governed by a disciplined PMO. This is change at scale. The insight most executives miss: These models aren't competitors. They're complementary. The best transformation leaders layer them  - ADKAR at the individual level,  Kotter for the organizational drumbeat,  McKinsey to hardwire behavior. Your actionable takeaway: Before your next initiative, ask three questions: Where is resistance living  - individual, team, or cultural? What phase are we in  - launching, sustaining, or embedding? Which model matches this problem  - not the last one you solved? The right framework at the right moment isn't a nice-to-have.  It's the difference between transformation and expensive noise. Which change model has delivered real results in your organization  and which one looked good on paper but failed in practice? Let's make this thread a real-world resource. Drop your experience below. Repost &  Follow for more!!

When we were helping an organization launch a new CRM, what we discovered was that most teams would ditch the new system and go back to the old one. The reason? Simply because it felt easier. This is what happens when teams aren’t properly trained on the what, why, and how, and they find it difficult to adapt to change. Change is never just about systems or processes; it’s about people. And as a leader, your role during transformation is less about managing change and more about leading people through it. Change is not the enemy, it IS the strategy. And for that to work, here’s what you need to do: 1️⃣ Communicate Communication is everything. Teams need clarity on four things: ▪️What is the change? ▪️Why are we doing it? ▪️What is expected of me? ▪️How do I do it differently? If there’s a new process, you first need to create awareness, give people tools, and provide clarity on how to actually do it. Without that, people fall back into old habits easily. Remember to think of this in three parts: Mindset, Skillset, Toolset. 2️⃣ Embrace different learning styles. Teaching isn’t one-size-fits-all. People learn in different ways, by seeing, by hearing, by doing hands-on practice, or by writing and reflecting. So the best approach is to cover all four. Example, videos, podcasts, documents to read, or workshops where they actually practice using the new system. 3️⃣ Train your frontline teams None of the above works unless frontline leaders are fully brought in. That’s why we always train leaders first, before their teams. They need to know what their people are about to experience, what’s expected, and how to guide them through it. Once leaders are aligned, the rollout becomes much smoother. 4️⃣ Reinforce what was taught Finally, transformation isn’t “one and done.” It’s about ongoing reinforcement like nudges, reminders, visibility, and continuous tracking. Are behaviors actually shifting? Are questions being answered? Are leaders following up? That’s what makes change stick and turn into real performance improvements. If your organisation is rolling out a new system or process and you want to make sure your teams don’t slip back into old habits, let’s talk. We can help you design training that makes change stick

🎯 The Hidden Power of Experience Design in Change Management Many organizations struggle with change initiatives, not because their plans are poorly structured, but because they overlook a crucial element: the human experience.Let's explore why traditional approaches fall short and how design thinking can revolutionize change management. Why Traditional Change Plans Often Miss the Mark: Traditional change management often falters because it prioritizes process over experience. While flowcharts and timelines look great on paper, they rarely capture the messy reality of human adaptation. These plans assume people make purely rational decisions based on data and logic, overlooking the emotional journey that accompanies any significant change. Furthermore, linear change models rarely reflect reality. Change isn't a straight line from Point A to Point B – it's more like a dance, with steps forward, back, and sometimes sideways. 🤔 Transforming Change Management Through Design Thinking: 1. Start with Empathy: Instead of beginning with processes, start by understanding your people's lived experiences. What are their fears? Their aspirations? Their daily challenges? This deep understanding becomes your foundation for meaningful change. 2. Define the Right Problem: Often what appears to be resistance to change is actually a symptom of a deeper issue. Take time to identify the real barriers. Are people really opposing the new software, or are they anxious about keeping up with technological advances? 3. Ideate Multiple Solutions: Break free from the "one-size-fits-all" approach. Different teams and individuals may need varied paths to reach the same destination. Generate multiple options and allow for flexibility in implementation. 4. Prototype Quickly: Instead of planning for months, create small-scale trials of your change initiatives. This might mean piloting a new process with a single team or testing a new tool in one department before rolling it out company-wide. 5. Test and Iterate: Embrace feedback and be ready to adjust. The most successful change initiatives evolve based on real-world experiences and outcomes. Make it safe for people to share what's working and what isn't. 🛠️ Experience Design Assessment Tool: I've created a practical template to help evaluate change initiatives through an experience design lens. It helps change management practitioners map stakeholder journeys, identify emotional touchpoints, and design interventions that resonate with real human needs. Drop me a note if you'd like to use it!! 🔒 Remember: Successful change management isn't about forcing people down a predetermined path – it's about designing an experience that makes them want to take the journey. #ChangeManagement #ChangeLeadership #DesignThinking #OrganizationalDevelopment #WorkplaceCulture

Change is emotional before it’s operational. The Kübler-Ross Change Curve reminds us that people don’t just adopt change; they feel it. Here’s what to look for—and what leaders need to do for each stage: Stage 1: Shock ↳ Behaviors to look for: silence, confusion, withdrawal. ↳ What leaders should do: Create Alignment ➡ Explain the “why” clearly and repeatedly. ➡ Anchor change in the bigger purpose. Stage 2: Denial ↳ Behaviors to look for: minimizing the impact, ignoring the change. ↳ What leaders should do: Create Alignment (double down—it’s the hardest step) ➡ Reinforce the vision consistently. ➡ Connect change to team and individual goals. Stage 3: Frustration ↳ Behaviors to look for: anger, pushback, blaming others. ↳ What leaders should do: Maximize Communication ➡ Listen without judgment and acknowledge concerns. ➡ Communicate what you know—and what’s still uncertain. Stage 4: Depression ↳ Behaviors to look for: low energy, disengagement, loss of confidence. ↳ What leaders should do: Spark Motivation ➡ Highlight small wins to build momentum. ➡ Involve the team in shaping how change happens. Stage 5: Experiment ↳ Behaviors to look for: testing new ideas, cautious optimism. ↳ What leaders should do: Develop Capability ➡ Provide training, coaching, and tools. ➡ Encourage experimentation and learning. Stage 6: Decision ↳ Behaviors to look for: commitment to the new way, rebuilding trust. ↳ What leaders should do: Share Knowledge ➡ Celebrate milestones and progress. ➡ Encourage peer-to-peer learning so change sticks. Stage 7: Integration ↳ Behaviors to look for: new habits forming, change becoming “the norm.” ↳ What leaders should do: Integrate changes into systems ➡ Embed changes into culture, processes, and performance metrics. ➡ Recognize and reward consistent adoption. Change leaders aren’t just architects of strategy—they’re guides through the human journey of transformation. Which of these stages do you see teams struggle with most? 👇 Drop your thoughts in the comments. ♻️ Reshare to remind your network that change is a people journey. ➕ Follow Morgan Davis, PMP, PROSCI, MBA for actionable insights on leading organizational change.                                     

Leading through change isn’t always easy. More tips from the Leadership 🧰 As leaders—and as humans—recognizing where we and our teams are in the journey of change can make all the difference. When we identify the phase we’re in—Denial, Resistance, Exploration, or Commitment—we can adapt our approach to move through these stages more effectively. Here’s how leaders can support and respond in each phase: Denial: - Support: Provide explanations, empathize, and give time. - Try Asking: “What do you understand about the change?” “How are you feeling?” Resistance: - Support: Listen openly, explore different perspectives, and allow space. - Try Asking: “What are your concerns?” “What could improve this?” Exploration: - Support: Set small goals, acknowledge positivity, and offer resources. - Try Asking: “What’s your next step?” “What excites you about this?” Commitment - Support: Celebrate wins, reflect on lessons, and plan proactively. - Try Asking: “What are you most proud of?” “What did you learn?” Change is inevitable. Helping yourself and others navigate it effectively is what makes great leaders. #mindset #coach #leadership

Change is a business strategy, but it's also a human experience. And while leaders may see change as necessary, employees often feel it as disruption. To lead through it effectively, consider these three approaches: Uncover the resistance. Ask what past experiences might be shaping their hesitation. Your own stories of change (both successes and struggles) can open the door to trust. Communicate the purpose. People can adapt more easily when they understand why the change is needed. Invite input. Even when final decisions aren’t up for debate, allowing people to voice concerns creates buy-in, respect, and can even help leadership see holes or gaps in their process. The reality: change IMPOSED feels like a threat. Change NAVIGATED together can become an opportunity. How have you helped your team move from resistance to readiness? #LeadershipDevelopment #LaVonnaRoth #NavigatingChange #LeadingThroughChange

🧠 Why do 70% of organizational change initiatives fail? Big hint: It's not the strategy. It's how leaders manage the human side of transformation. 🧠 What many leaders miss: change isn't primarily about new processes or systems. It's about guiding people through an emotional journey. Research shows that addressing employee stress at each phase dramatically increases change success rates from 30% to over 80%. Here are key questions to assess your change leadership approach: → PHASE 1: THINKING ABOUT CHANGE Are you addressing rumors and concerns before they spiral? How available and approachable are you during uncertainty? What reassurance do confused employees need from you? → PHASE 2: PREPARING FOR CHANGE Are you having honest conversations about how change will impact individuals? How are you creating space for employees to process their emotions? What context are you providing about personal implications? → PHASE 3: IMPLEMENTING CHANGE Are you listening to ongoing questions and resistance? How are you balancing realistic challenges with positive messaging? What support do frustrated employees need to stay engaged? → PHASE 4: EVALUATING CHANGE Are you giving feedback that builds confidence for future changes? How honest are you about what worked and what didn't? What acknowledgment do employees need for their efforts? → ACROSS ALL PHASES How well do you understand what each team member needs to feel secure? Are you addressing the emotional journey, not just the tactical steps? 🧠 Bottom line: Lead the human experience, not just the business process. What phase of change is your team in right now, and how will you support them? 👇 #ChangeManagement #OrganizationalChange #ChangeLeadership #NeuroCoachingGroup