Change doesn’t happen because someone says so. It happens because people want to be part of it.
“People don’t resist change. They resist being changed.”
– Peter Senge
The best leaders I have worked with, don’t push change through policies or pressure. They make it feel safe, purposeful, and doable. When people understand why it matters and how they can contribute, they buy into the change. That’s when change sticks, not because it’s enforced, but because it’s owned.
Leading change isn’t about pushing harder; it’s about pulling people forward.
Change is inevitable, but leading it? That’s an art and a science. Right now, organisations everywhere are faced with massive transformations: hybrid work models, digital transformation, AI integration, and shifting workforce landscapes. Yet, despite the buzz around “change management,” many leaders still struggle to bring their teams along. Why? Because change isn’t just about strategy; it’s about people.
Here’s the problem: Leaders often think that simply announcing a change is enough. “We’re restructuring,” “We’re moving to a new system,” or “We’re adopting a new way of working” are all statements that might make sense to leadership, but for employees, they can sound like chaos. Resistance builds not because people dislike change, but because they fear uncertainty and loss.
It’s Not the Strategy. It’s the People
John Kotter’s research shows that 70% of change initiatives fail, not because the strategy is wrong, but because people aren’t engaged. The ADKAR Model* (Awareness, Desire, Knowledge, Ability, Reinforcement) reinforces this: If people don’t desire the change, they won’t embrace it. *by Prosci
“The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.”
– Peter Drucker
In my book Lead the Future, I talk about ADKAR, not as another model to memorise, but as a roadmap for real change. It’s about moving people from awareness to action, from knowing what to do to actually doing it. But here’s the thing: frameworks only take you so far. The real challenge isn’t following the steps; it’s bringing people with you.
Here’s the thing: change doesn’t happen in a slide deck or a town hall announcement. It happens person by person and in the way people think, feel, and show up. You can have the slickest change framework on paper, but if people don’t feel part of it, it won’t land. Change is human and happens at a personal level. It starts with a conversation, a mindset shift, a moment where someone decides: “I’m in.”
Want to lead change successfully? Start with people, not just plans.
When I coached a regional leadership team in the aviation industry in 2020 at the height of COVID-19, they were facing huge change: new rules, remote teams, endless uncertainty. What made the difference wasn’t another strategy deck; it was how the leader led her team. Applying the ADKAR model, we focused on awareness, desire, knowledge, ability, and reinforcement, turning chaos into clarity and making change feel doable because it started with people, not process.
The lesson? Change isn’t just about vision. It’s about execution, timing, and bringing people along for the journey.
Awareness – Why is the change needed?
People can’t get behind what they don’t understand. Start by building clarity around the why.
- Hold a short town hall or team huddle to explain the context and reason for change — keep it real, not corporate.
- Create a visual one-pager or slide that shows the problem, opportunity, and impact in simple terms.
- Share personal stories from leaders about why the change matters to them — emotion creates buy-in faster than logic.
Desire – What’s in it for me?
Change only sticks when people want to be part of it.
- Host small-group sessions where employees can voice questions, concerns, and hopes — and genuinely listen.
- Connect the change to personal and team benefits (“what this means for how we work or grow”).
- Invite early adopters to share quick wins to spark interest and FOMO.
Knowledge – How does the change work?
Once people care, they need to know what to do.
- Run short, focused training or learning bursts that show the new way of working in action.
- Create a quick reference guide, video, or toolkit to help people practice the change.
- Pair up team members (change champions with learners) to support learning through peer coaching.
Ability – Do I have the tools and support?
Knowledge means little without the confidence and resources to act.
- Integrate practice into daily work — for example, use new processes in live meetings or projects.
- Provide coaching or mentoring to help people apply new skills in real situations.
- Remove friction — check systems, workloads, and priorities so people can succeed.
Reinforcement – What ensures long-term success?
People need feedback, recognition, and reinforcement to keep going.
- Celebrate quick wins publicly — in team updates, newsletters, or on internal channels.
- Build in check-ins and retrospectives to ask: “What’s working?” and “What’s not?”
- Recognise and reward the behaviours that demonstrate the new way of working — not just the results.
From model to momentum
The ADKAR model gives you the roadmap, but leadership is how you drive it. Once you’ve built awareness and engagement, it’s about creating the conditions that make change stick.
Here’s how to turn theory into action.
Create Urgency: show why the change matters.
Change won’t move unless people feel a sense of purpose and momentum.
- Start with the story behind the change: what’s at risk if you don’t act, and what’s possible if you do.
- Share real data or customer feedback that paints a clear “burning platform” without fear-mongering.
Build Coalitions: engage influencers, not just executives.
Change needs champions at every level, not just titles.
- Identify natural influencers, people others listen to, and bring them into early conversations.
- Empower them with information and talking points so they can become trusted advocates for the change.
Communicate Clearly: keep messages simple and compelling.
Too many change efforts fail because communication is corporate, not human.
- Replace jargon with plain language: use real examples and speak to the impact on people’s work.
- Communicate often, not perfectly, e.g. weekly updates or short videos from leaders keep the dialogue alive.
Enable & Educate: provide tools, training, and psychological safety.
Change feels safer when people feel capable and supported.
- Offer short, practical learning bursts instead of heavy training sessions. Make it relevant and hands-on.
- Encourage questions and mistakes; model vulnerability by sharing your own learning curve as a leader.
Celebrate Wins: recognise progress to build momentum.
Acknowledgement fuels progress more than pressure ever will.
- Highlight small wins early: “We’ve completed phase one” or “Team X just adopted the new workflow.”
- Share stories of success from across the organisation to show the change is working in real life.
Embed Change in Culture: make it a habit, not a one-time event.
Real transformation becomes invisible. It’s just how you do things.
- Build new behaviours into existing rhythms: meetings, performance conversations, recognition systems.
- Keep revisiting the “why”. Continuous reinforcement turns a project into a practice.
Change doesn’t start with a plan — it starts with a leader willing to go first.
If you’re ready to help your teams lead change with confidence and clarity, let’s chat: jessica@intactteams.com