And Suddenly Everything Was Different – Leading Through Change Processes
There are recurring, life-changing events that trigger massive transformation. Think back to 9/11, a terrorist attack that radically changed flight security. To the COVID-19 crisis, which completely turned our daily lives and work upside down. Or to the war in Ukraine, followed by inflation and soaring energy costs. In each case, companies were forced to rethink their business processes and launch change initiatives.
Today, change has become a fixed part of everyday business life, and leaders constantly face the challenge of managing it successfully. One of the most demanding tasks is to bring employees along on the journey. Reactions to change processes vary widely—from openness and curiosity to resistance and insecurity.
That’s why you need to adapt your leadership approach to each individual. The right leadership style depends on both the current phase of the change project and how receptive each employee is to change. Some embrace it, while others fear it. Your challenge as a leader is to dissolve resistance and foster willingness to change. This only works if you fully stand behind the intended transformation yourself; otherwise, you risk seeming inauthentic, with potentially fatal consequences.
The Four Phases of Change
Phase 1: Denial
When change is first announced, it often leads to unease. Employees face uncertainty and wonder how it will affect their work and personal lives—for example, if job cuts are expected. Concerns take shape and rumors spread, increasing anxiety. Many react with rejection and fear, because the familiar feels threatened and the unknown is intimidating.
Phase 2: Resistance
Once the initial shock subsides, some employees show open or hidden resistance. They might refuse tasks, withdraw, or work extra hard to “prove” that change is unnecessary. Emotional tensions rise and conflicts emerge, challenging leaders who want to drive the transformation forward.
Phase 3: Discovery
As it becomes clear there’s no turning back, employees begin to accept reality. While they may still mourn what’s lost, they increasingly focus on what’s new. They explore questions such as: What new skills do I need? What opportunities does this change offer me? This curiosity signals a mental shift.
Phase 4: Commitment
Eventually, employees let go of the old and embrace the future. Skepticism fades and openness grows. They start to acquire the knowledge and skills required for the new reality. The change becomes part of everyday work, and engagement and a sense of belonging to the new system strengthen.
Leadership Behavior for Each Phase
Effective leadership depends on matching your actions to the phase your employees are in.
- During Denial: Communicate clearly what will change, when, and why. Explain the consequences of not changing. Create open forums for questions and acknowledge fears. Provide space to process potential loss—drawing on models like Kübler-Ross’s stages of grief.
- During Resistance: Address the deeper fears or misunderstandings behind opposition. Emphasize what will remain as well as what must change. Help employees see how the change supports their personal goals. If refusal continues, you may need to consider parting ways.
- During Discovery: Actively involve employees in shaping the change. Highlight opportunities, share progress, and celebrate early successes. Encourage new ideas and reward improved performance.
- During Commitment: Set new development and performance goals. Hold “lessons learned” reviews to strengthen future change efforts. Express appreciation and share successes to build lasting trust and motivation.
Leading People Out of Their Comfort Zone
Many employees struggle to move through all four phases on their own. They remain stuck in earlier stages because daily work keeps them in their comfort zone. Change requires stepping into the stretch zone, where growth happens. Leaders must repeatedly encourage: “Out of the comfort zone and into the stretch zone!”—and model this behavior themselves.
Some employees even land in a panic zone, feeling overwhelmed. They need tailored support to regain balance and move forward.
Focus on the Fence-Sitters
In change processes, employees typically divide into three groups: around 20% supporters, 20% opponents, and roughly 60% neutral “fence-sitters.” Leaders often focus on opponents, trying to win them over. A more effective strategy is to focus on fence-sitters. They form the majority and can most easily be inspired to become active supporters—especially when they are paired with enthusiastic advocates of change.
To prepare your leadership for excellence—ready to navigate change and other challenging phases—explore my book The Hero’s Journey of a Leader – How to Become the Best Version of Yourself as a Leader.
What experiences have you had leading through periods of change, and how did you manage the different needs of your team members?