Leading Change on the Human Side of Business
Change is inevitable. Whether it’s driven by new technologies, shifting markets, or evolving regulations, organisations must continually adapt to survive and thrive. But while identifying the need for change may be easy, leading that change — getting others on board, committed, and enthusiastic — is a far more complex challenge.
The fact is, leading change is not just about processes, procedures, or even strategy. It’s about people. And people don’t change simply because someone tells them to or because it’s logical. Change, at its core, is about human behaviour, emotions, and beliefs. Understanding that truth is the key to unlocking successful transformation within any organisation.
Why Change Frameworks Often Fail
For over two decades, I’ve worked with organisations attempting to implement change. And during that time, I’ve noticed a persistent issue: many change frameworks are based on flawed assumptions. These models — often developed by prestigious institutions — promise success if followed to the letter. Yet, statistics show a dismal 70% of strategic change initiatives fail to deliver their expected benefits.
Why is this?
The problem lies not in the frameworks themselves but in how they are applied. Most change models focus heavily on technical processes but underestimate the importance of human dynamics. They assume that once a solid plan is in place, people will follow along because it “makes sense.” This assumption is a mistake.
People do not resist change because they lack understanding. They resist change because it challenges their sense of autonomy, identity, and the familiar routines they’ve grown comfortable with. Change makes people feel uncertain, and uncertainty creates fear. Overcoming that fear is the real challenge for leaders.
The Psychology of Resistance
At the heart of resistance is a concept called the psychological law of reactance. Essentially, when people are told what to do, their automatic response is to push back — even if the directive makes perfect sense. It’s a survival mechanism deeply ingrained in us from our evolutionary past.
In the early days of human history, survival depended on both cooperation and autonomy. Our ancestors relied on others for protection, but they also needed the ability to make decisions that ensured their own survival. Being told what to do — without explanation — felt like a threat to that autonomy.
Fast forward to the modern world, and we see the same dynamic play out in workplaces. If a leader says, “We’re introducing this new system because it will make us better and more efficient,” the immediate reaction from employees is often, “No.” It’s not because they don’t want to be better or more efficient, but because they feel their control over the situation is being taken away.
As leaders, we need to understand this fundamental truth: people want to be in control of their own destinies. They need to understand the “why” behind the change, not just the “what.” More importantly, they need to see how the change will benefit them personally and professionally. Without that understanding, resistance is inevitable.
Making Change Meaningful
So, how do we get people to embrace change? How do we make it meaningful for them?
The Austrian psychologist Viktor Frankl, a Holocaust survivor, spent much of his life studying how humans find meaning in life — even in the most difficult circumstances. His research is invaluable to leaders trying to drive change. Frankl identified three core elements that give people a sense of meaning:
1. A purpose-driven goal: People need to feel that what they are doing has significance. Whether it’s a new management system or an innovative technology, the change must be tied to a larger purpose that everyone can rally behind.
2. Relationships and belonging: Humans are social creatures, and we thrive in environments where we feel connected to others. Leaders must show how the change will strengthen relationships and foster collaboration, rather than isolate individuals or teams.
3. Resilience in adversity: Change is rarely smooth. There will be challenges, setbacks, and failures along the way. Leaders must cultivate a culture of resilience, where obstacles are seen as opportunities for learning and growth, not reasons to abandon the change.
When all three of these elements are in place, change becomes something people want to be part of, rather than something they are forced into. It becomes a shared mission rather than a top-down directive.
The Importance of Storytelling in Change
Our brains are wired for stories. Facts and figures may be important, but it’s the narrative that engages people’s emotions and compels them to act. As a leader, you must craft a compelling story around your change initiative. This story must answer three key questions:
1. Why now? What’s happening in the world, industry, or organisation that makes this change necessary today? People need to understand the urgency behind the transformation.
2. What’s at stake? Describe the risks of not changing. What will happen if the organisation continues on its current path? This might be a loss of market share, missed opportunities, or other risks.
3. What’s the vision? Paint a vivid picture of the future. What will life look like once the change is successfully implemented? Make it tangible, relatable, and positive.
One of the most powerful ways to tell this story is through a “hero’s journey” narrative. Think of a classic fairy tale: it starts with “Once upon a time,” describing a peaceful world. Then, something disrupts that peace — “but one day” — and the main characters are forced to take action to restore balance. Finally, after overcoming challenges, they find themselves in a better place, living “happily ever after.”
Your change initiative is no different. People need to understand that while things may be fine now, something is on the horizon that threatens their stability. They must act to protect their future. By framing your initiative as a journey, you can help people see the change not as a disruption, but as a necessary step toward a better, more secure future.
Overcoming Resistance
Even with a compelling story, you will still face resistance. That’s normal. The key is to understand where that resistance comes from and how to address it.
First, recognize that people’s beliefs about the world shape their responses to change. For example, if someone believes that the current processes are working fine, they will see no need for a new system and way of working. You need to understand their perspective and show them how the new approach will address problems they may not have noticed or considered.
Second, remember that people’s identity is tied to their habits and routines. If the change challenges those routines, it may feel like an attack on who they are. You can overcome this by framing the change as an enhancement to their current work, not a rejection of it. Show them how the new process will make their jobs easier, better, or more rewarding.
Finally, create opportunities for people to experience the benefits of the change firsthand. Whether through pilot programs, simulations, or small-scale trials, give people a chance to see for themselves how the change will improve their work. This hands-on experience is far more convincing than any PowerPoint presentation or memo.
Conclusion
Leading change is not easy, but it is possible when you understand the human dynamics at play. People resist change because it threatens their sense of autonomy, identity, and belonging. As leaders, we must make change meaningful, tell compelling stories, and provide experiences that allow people to see the benefits for themselves.
Remember, change is not something you do to people. It’s something you do with them. When you approach change from this perspective, you will find that people are not only willing but eager to join you on the journey toward a better future.
