Mastering Change Management: How to Bring Your Team on Board and Keep Them There
Change can be scary. There’s that excitement and nervousness that comes with something as simple as changing your haircut for the first time since 1983. Will ditching your Flock of Seagulls haircut for something edgy, like Peso Pluma’s mullet, work?
In “The Practice of Adaptive Leadership,” Ronald Heifetz wrote: “What people resist is not change per se, but loss.” Whether you’re rolling out a new system or revamping an entire department, it’s easy to forget that the key to a smooth transition often isn’t the plan but the people asked to make it happen.
In this post, I’ll share a few tips and ideas on how you can manage change in a way that feels more like coaching a friendly neighborhood sports team, and less like herding feral cats.
Don’t Skip the “Why”
Think of explaining change, like teaching someone to bake a cake from scratch. You wouldn’t hand your team a pile of ingredients without explaining what you’re making and why you chose that recipe (this isn’t the Great British Bake Off (Hi Noel)).
The same goes for your team. If you’re implementing a new CRM or shifting reporting lines, take the time to explain the bigger picture:
Give context: Why is this happening, and why now? Maybe the old software is costly to maintain, or the new structure will help teams collaborate better.
Show benefits: Will it save time, reduce errors, or help employees develop new skills? People are more open to changes that help them personally and professionally.
When your team understands what’s in it for them, they’re more likely to roll with the punches.
Speak in Many Voices and Channels
Picture a family gathering: some people only check texts, others live in their email inbox, and a few prefer face-to-face chats (don’t unexpectedly show up at my door). The same is true in the workplace. If you want people to hear about upcoming changes, you need to reach them in ways that feel natural.
Mix it up: Don’t rely on a single email blast. Use team meetings, town halls, quick stand-ups, or short videos.
Keep it human: Jargon can turn people off. Use simple language, share real-life stories, and let them see the faces behind the changes.
No one likes feeling like they’re in the dark, so keep the lines of communication wide open.
Train, Then Train Some More
Ever tried to learn a new board game from a single glance at the rules? It probably led to a few “Wait, how does this work again?” moments. That’s why one-and-done training sessions rarely cut it. Your team might need ongoing help, especially if the change affects core parts of their job.
Tailor your approach: An analyst might need hands-on practice with new software, while a manager might need tips on leading team check-ins about the changes.
Blend methods: Classroom-style workshops, on-demand video tutorials, peer mentoring, and mixing different formats keep learning fresh and less intimidating.
Giving people the right tools and practice time will make them more likely to stick with new processes and technology.
Prep for Impact (Before It Hits)
Imagine you’re reorganizing your kitchen. You don’t just toss everything in random cabinets and hope you can find the coffee mugs later. You plan out which shelves make sense for different items. Do the same when you’re about to roll out changes at work.
Identify who’s affected: Which roles or teams will feel the biggest pinch? For instance, project managers will be on the front lines if you're changing project management tools.
Check readiness: Talk to employees or send out a quick survey. Do they feel prepared or panicked? Their answers will help you refine your approach.
Spot potential roadblocks: Maybe you’re introducing new software that needs more up-to-date hardware, but half your team’s laptops are 1998 Apple iMac G3s in teal and grape. Tackle that issue first instead of dealing with a meltdown later.
Spending a little extra time anticipating challenges can save a ton of headaches down the road.
Lean on Early Adopters to Build Momentum
Simon Sinek once said: “When affecting change in an organization, we should aim for the early adopters and let the others follow. Sudden change can evoke fear in some people, but those with an infinite mindset will embrace uncertainty and opportunity.”
Why does this work? Early adopters bring energy, fresh perspectives, and a willingness to try new things. They also become natural ambassadors for your change initiative. Meanwhile, the skeptics, who might be standing by with crossed arms, will watch the volunteers share quick wins, iron out any kinks, and build confidence in the process. By the time these cautious folks are ready to dip their toes in, there’s already a support system (and a track record of success) to guide them.
Here’s how you can put that into action:
Identify your champions: Look for people who consistently raise their hand for pilot programs or new ideas. They’re usually eager to test things early and give feedback.
Empower them with resources: Give champions extra training and access to tools so they can become true experts and help others later on.
Showcase their successes: Let them share stories in team meetings or on your company’s internal channels. Hearing how a real colleague saved hours of work or improved a process is a lot more convincing than any memo.
Invite the skeptics at key milestones: Once you have tangible results, invite fence-sitters to join in. They might realize they’re missing out and be more open to adopting the new changes.
It’s a classic example of social proof: people often follow the pack when they see something is both popular and successful.
Create Simple, Action-Focused Plans
It’s easy to talk about the magic of “change management,” but you're likely to spin in circles if you don’t have a practical plan. Focus on five core areas:
Communications
Outline what you’ll say, when you’ll say it, and which channels you’ll use.
Sponsor Roadmap
Your leaders are like the captains of the ship. Ensure they know how to guide their teams, reinforce the change, and set a positive example.
Coaching
Managers aren’t just there to push tasks. They should be helping their teams adapt and learn, coaching people through any confusion or roadblocks.
Training
Provide detailed schedules, materials, and follow-up resources. Keep it simple and engaging.
Resistance Management
People resist change for all sorts of reasons, such as fear of the unknown, skill gaps, or just plain inertia. Plan how you’ll spot and address those concerns early on.
Keep an Eye on the Road
Introducing a new process or system isn’t a one-and-done deal. It’s more like training for a marathon. You’ve got to keep checking your progress, staying hydrated, and adjusting your pace.
Measure adoption: Send a quick pulse survey or track usage data. Are people using the new system or sticking to old habits?
Celebrate wins: Did someone’s department cut paperwork time in half by using the new process? Share that success! It shows change can bring real benefits.
Be flexible: If you discover a team is struggling, or a tool isn’t working, don’t be afraid to pivot. Staying adaptable is key to smoothing out wrinkles before they become full-blown problems.
Make Change Part of the Culture
The best way to keep change from feeling like a roller coaster is to weave it into your company’s everyday DNA. Here’s how:
Empower champions: Train a few enthusiastic team members to become go-to “change gurus.” They can help colleagues troubleshoot minor issues and share tips that worked for them.
Build internal skills: Offer ongoing workshops or resources on change management so people can handle transitions themselves.
Keep the big picture in view: Instead of treating every change as an isolated project, track all major transformations in one place. This helps you spot overlaps and keeps people from feeling overwhelmed.
Final Thoughts
Change can be scary, but it can also be an opportunity to innovate, collaborate, and grow as an organization if you handle it thoughtfully. By communicating clearly, offering practical training, and constantly checking the health of each transition, you’ll bring people along on the journey instead of dragging them against their will.
Remember, it’s not about doing something to your team; it’s about doing something with them. When employees feel like valued participants rather than bystanders, they’re far more likely to embrace new ways of working and help your organization reach its goals. By recruiting enthusiastic early adopters up front, you’ll have a natural support system that makes even the biggest transitions less daunting.
“When we recognize that what people resist is loss, not change itself, we lead with empathy, not just execution.”
In our work guiding teams through system overhauls and organizational realignments, we’ve seen how early wins and coaching moments can make or break adoption.
Got any tips or personal experiences with change management? Share them in the comments. I’d love to hear what’s worked (and what hasn’t) in your journey!