Operational Execution: The only thing constant in life is...

Change is a constant in business (and life), yet it remains one of the most challenging aspects of organizational success. Whether implementing new technologies, restructuring teams, or shifting strategic direction, effective change management ensures smooth transitions, employees remain engaged, and the intended benefits are realized. I first wrote about change in the following article back in 2020. It still holds true today.

Why Resist Change?

This article explores the importance of change management, provides an overview of key methodologies (ADKAR, Kotter’s 8-Step Process, and the Lewin Change Model), and connects it to the fundamental question employees often ask during change: “What’s in it for me?” I will also discuss the role of communication forums in facilitating change. But don't stop at this article. As there has been so much written on this topic over the years, I'll leave it to the reader to check out more books and articles if they want to understand some of the psychology and methods in more detail than what I provide below.

Why Change Management Matters

Poorly managed change can result in resistance, confusion, decreased morale, and even initiative failure. Research (cited by McKinsey, HBR, and John Kotter) suggests that up to 70% of change initiatives fail due to inadequate planning, lack of leadership, or employee resistance.

Effective change management:

• Reduces Resistance: When employees understand the reasons behind the change and feel involved, they are more likely to embrace it.

• Enhances Adoption: Structured approaches ensure that changes are implemented successfully and sustained over time.

• Minimizes Disruption: Proper planning and communication prevent dips in productivity and morale.

• Drives Competitive Advantage: Organizations that manage change well are more agile and can adapt to market demands faster.

  
  

Change Management Methodologies

1. The ADKAR Model

The ADKAR model, developed by Prosci, focuses on individual change and is built on five key elements:

• Awareness: Employees must understand why change is necessary.

• Desire: They need personal motivation to support the change.

• Knowledge: Training and resources must be provided to implement the change.

• Ability: Employees must develop the skills to adopt new behaviors or processes.

• Reinforcement: Ongoing support ensures the change is sustained over time.

  
  

ADKAR is effective because it recognizes that change happens one person at a time. If individuals don’t buy in, broader organizational change efforts will struggle.

2. Kotter’s 8-Step Change Model

John Kotter’s 8-Step Change Model provides a structured approach to leading change:

1. Create a Sense of Urgency: Communicate why change is needed now.

2. Build a Guiding Coalition: Assemble a team of change advocates.

3. Develop a Vision and Strategy: Outline what success looks like.

4. Communicate the Vision: Ensure messaging is clear and consistent.

5. Remove Barriers: Address obstacles that could hinder progress.

6. Generate Short-Term Wins: Show progress to maintain momentum.

7. Sustain Acceleration: Build on successes for long-term change.

8. Anchor the Change in Culture: Make the change part of organizational DNA.

   
   

Kotter’s model is widely used because it emphasizes leadership, engagement, and momentum, ensuring change efforts are not short-lived.

3. Lewin’s Change Management Model

Developed by Kurt Lewin in the 1940s, this framework is one of the earliest and most widely used approaches to change management. It was initially intended to help resolve social conflict rather than organizational change.

1. Unfreeze: Prepare the organization for change

2. Change: Implement the transformation

3. Refreeze: Reinforce and stabilize the new state

Strengths of Lewin’s Model

✔ Simple and easy to understand

✔ Focuses on overcoming resistance to change

✔ Encourages strong leadership and communication

Weaknesses of Lewin’s Model

❌ May be too rigid for complex, ongoing changes

❌ Doesn’t explicitly address emotional responses to change

❌ Lacks emphasis on continuous improvement

"What’s in It for Me?" (WIIFM) – The Human Side of Change

One of the biggest barriers to change is that employees naturally ask, “What’s in it for me?” (WIIFM). If leaders fail to address this, resistance will follow.

To connect change to WIIFM:

• Link Change to Personal Benefits: Show how new processes make jobs easier or enhance career growth.

• Address Pain Points: If the current way is inefficient, highlight how the change resolves frustrations.

• Recognize Contributions: Make employees feel valued and involved in shaping the change.

• Provide Transparency: Open and honest communication builds trust and lowers resistance.

Leaders who personalize the benefits of change can drive greater engagement and reduce resistance.

It is common to underestimate the side effects of change on people's well-being. Both the emotions and the speed at which people adapt can vary greatly. One of the best ways to understand this process is the Kübler-Ross Change Curve, which was initially designed to explain grief. It is often used to understand emotional responses to change:

• Denial: Employees resist, believing the change isn’t necessary.

• Anger: Frustration arises due to fear or uncertainty.

• Bargaining: Employees may try to negotiate to keep things as they were.

• Depression: Productivity and morale may decline temporarily.

• Acceptance: Employees begin to embrace the change.

Understanding these stages helps leaders emotionally support employees, recognizing that change isn’t just procedural but deeply personal.

Communication Forums: The Key to Change Success

Communication is the backbone of successful change management. Employees feel uncertain and disconnected without clear, frequent, and two-way communication.

Types of Communication Forums That Support Change:

1. Town Hall Meetings: Leadership presents the vision and answers employee concerns.

2. Team Check-ins: Regular discussions allow employees to voice questions and feedback.

3. Individual 1:1s: These allow for a more personal conversation about the impact of the change and how the individual is feeling.

4. Digital Collaboration Platforms: Tools like Slack, Teams, or intranet forums foster ongoing conversations.

5. Feedback Mechanisms: Surveys or Q&A sessions encourage open dialogue.

Change is most successful when employees are informed and engaged in the conversation. Refer to my earlier article on communication in the Strategy Deployment series, as many of the same forums are equally applicable.

Strategy Deployment: The dreaded "C" word

Conclusion: Change Management Is a Leadership Responsibility

Change is inevitable, but how organizations manage it determines whether they thrive or struggle. Businesses can navigate change effectively by leveraging structured methodologies like ADKAR, Kotter’s 8-Step Process, or the Lewin Change Model.

However, people are at the core of every change initiative, and answering their question, “What’s in it for me?” is crucial to gaining buy-in. When leaders communicate effectively and involve employees in the process, change becomes an opportunity rather than a disruption.

Strong change management is not just about implementing new processes; it’s about building a culture that embraces adaptability and promotes continuous growth.