WHAT I’VE LEARNED COACHING LEADERS THROUGH CHANGE
After years spent guiding leaders through individual and organizational transformation, I’ve learned there’s no single “right” way to navigate change. The temptation to impose change overnight, especially by simply following the latest framework, is widespread but fundamentally flawed. Change efforts that overlook people and the stories they tell themselves are almost always doomed to stall.
I saw this firsthand while supporting change at a SaaS company a few years ago. Attempting to force rapid transformation, leadership introduced sweeping initiatives, expecting staff and stakeholders to comply immediately. Not even those tasked with modeling and supporting the change were fully aligned. The lack of a phased, cascaded approach heightened resistance and left critical gaps unaddressed. In change management, no two individuals respond the same way. Leaders especially need space to process, grieve, and grapple with what’s being asked of them. Genuine alignment takes time, but it’s always worth the investment.
This realization crystallized for me recently when I picked up Sapiens: A Brief History of Humankind by Yuval Noah Harari. Although not a change management book, Harari elegantly explains how our species has shaped the world through our unique reliance on storytelling. As he writes, “Ever since the Cognitive Revolution, Sapiens have…been living in a dual reality. On one hand, the objective reality of rivers, trees and lions; and on the other hand, the imagined reality of gods, nations and corporations” (Harari, 2015, p. 34). Harari’s point is clear: the success of organizations, past and present, depends on our capacity to craft and believe in shared narratives that unite people in pursuit of common goals.
This perspective is critical for anyone leading change. Ask yourself: Is your organization’s story moving people toward a shared vision, or simply reiterating what’s broken? Leaders who consciously shape narrative create the conditions for buy-in and momentum.
Focusing on What Works: Insights from “Switch”
In their book Switch: How to Change Things When Change Is Hard, Chip and Dan Heath (2010) challenge leaders to “find the bright spots,” that is, to seek out and amplify successful efforts, rather than dwell on failure. Our ingrained negativity bias makes it all too easy to fixate on problems. Yet organizations make more progress when they analyze and model what is already working.
The Heaths propose a simple but powerful question: “What’s working, and how can we do more of it?” (Heath & Heath, 2010, p. 40). In my coaching practice, I’ve seen how highlighting even small successes shifts the conversation and increases motivation. As they put it, “Clarity dissolves resistance” (p. 48). When you make expectations and examples tangible, buy-in often follows.
Emergent Strategy: Embracing Relationships over Control
Adrienne maree Brown's Emergent Strategy: Shaping Change, Changing Worlds (2017) offers another, more organic perspective. Drawing wisdom from social justice movements, Brown reminds us that change is both constant and relational. Rather than obsessing over rigid outcomes, she argues that leaders should focus on “critical connections over critical mass,” cultivating authentic relationships and truly listening to those involved (Brown, 2017, Kindle Locations 41, 653, 661). In the rush to achieve results, we risk forgetting that organizations are, at the core, collections of people.
Your Change Story
No external playbook can replace thoughtful reflection on your own goals and culture. Instead of attempting to force-fit a new framework, start by considering your organization’s mission and vision. How can you build a narrative and strategy that authentically supports ongoing change?
Here are a few questions that could guide your process:
