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COMMUNICATION & PRESENCE

You have just been told that a significant change is coming — one that will affect how your team works, what they are responsible for, and possibly their roles. You have one week before you need to communicate it. The most honest version of what you do in that week is:

You work through your own reaction to the change before you communicate it — you make sure you understand what you feel about it, what concerns you genuinely have, and what you believe about its direction, so that your communication is grounded rather than performed You prepare thoroughly — you get clear on the what, the why, the timeline, and the implications so that when you communicate the change you can answer the questions you anticipate You communicate it as soon as you are allowed to — you believe early communication reduces uncertainty and that the sooner the team knows the better, even if you do not have all the answers yet You wait until you have more information — you do not want to raise anxiety by communicating a change you cannot fully explain yet

COMMUNICATION & PRESENCE

When you think about how your team typically experiences change — the pattern of their response when something significant shifts in their work, their structure, or their direction — the most honest version of how accurately you understand that pattern is:

Well and specifically — you know how each person on your team tends to respond to change, what they most need to feel secure in uncertainty, and where each person is most likely to struggle In general terms — you have a sense of which team members are more change-ready and which are more cautious, but you have not mapped it at the level of what specifically each person needs Partially — you know some team members well enough to anticipate their response and others less so Reasonably well — you understand the team's general tendencies and you adapt your communication accordingly, even if you have not explicitly mapped individual needs

COMMUNICATION & PRESENCE

When a change is in progress in your team or organisation — when the new direction has been set and the work of transition is underway — the most honest version of what you pay most attention to is:

The milestones and deliverables — you track whether the change is on plan and whether the outputs are arriving as expected The team's performance — you watch whether productivity and quality are holding up through the transition period The team's experience of the change — you pay attention to what is landing well, what is creating difficulty, and whether the pace and communication are serving what the team actually needs The senior stakeholders' view — you make sure the people above you have a clear and positive picture of how the change is progressing

COMMUNICATION & PRESENCE

A key team member comes to you privately and tells you they are struggling with the change — not that they are refusing it, but that they do not understand why it is happening, they are not sure they believe in it, and they are finding it harder than they expected. Your most honest response is:

You listen and then explain — you hear what they are experiencing and then provide the rationale for the change, the context behind the decision, and the reasoning you believe should help them get to a different place You listen and then work with it — you hear what they are experiencing, you take their concerns seriously without trying to immediately resolve them, and you work together on what they need to navigate the transition You listen and then manage — you are empathetic but you are also clear that the change is happening and that the team needs to move forward, and you balance validation with a clear message about expectations You escalate your concern — this team member's struggle tells you something about how the change is landing more broadly and you need to raise it with the people managing the change

COMMUNICATION & PRESENCE

You believe that the most important thing in leading change is clear, consistent, and frequent communication — that the leaders who communicate the change most thoroughly, most honestly, and most often are the ones whose teams navigate it most successfully. You:

Know that clear communication is the foundation of successful change leadership and is insufficient on its own — what the team needs beyond information is a leader who has genuinely worked through their own relationship with the change, because that internal state communicates itself more powerfully than any message Consider this essentially right — teams that are kept well-informed navigate change more successfully than those who are not, and the quality and frequency of communication is the primary lever available to leaders Consider this exactly right — most change failures can be traced back to communication failures, and leaders who communicate thoroughly and honestly give their teams the best possible foundation for navigating uncertainty Know this is important but that the substance of what is communicated matters more than the frequency — a clear, honest account of why the change is happening, what it will cost, and what it will produce is more valuable than frequent updates that do not address those questions

COMMUNICATION & PRESENCE

The change you are leading is taking longer and costing more than the original plan anticipated. The team is tired. Some of the early enthusiasm has given way to fatigue and quiet scepticism about whether this is really going to work. Senior stakeholders are beginning to ask questions. Your most honest approach is:

You manage upward — you prepare a clear case for the senior stakeholders that explains the delay, demonstrates that the plan is still sound, and maintains their confidence in the change You energise the team — you increase your visibility, reinforce the rationale, and try to rebuild the momentum that has been lost You examine honestly what is happening — you assess whether the delay reflects implementation problems that can be resolved, or whether it reveals something about the change itself that needs to be reconsidered before you push further You adjust the plan — you revise the timeline and the milestones to reflect what the change is actually costing, and you communicate the revised picture honestly to both the team and the stakeholders

COMMUNICATION & PRESENCE

When you think about changes you have led or been part of that did not achieve what they were meant to achieve — the transitions that stalled, the initiatives that did not take hold, the shifts that reverted — the most honest account of where the primary obstacle was:

In the team — key team members were not ready for the change, did not commit to it fully, or actively undermined it in ways that were difficult to address In the organisation — the structural conditions, the incentives, or the politics of the broader organisation worked against the change in ways that were outside your control In the plan — the change was not well-designed, the implementation was not well-resourced, or the timeline was not realistic given what the change actually required In the leadership — the people leading the change, including you, had not fully committed to it themselves — the ambivalence, the hedging, or the private doubts communicated themselves and undermined what the communications plan said

COMMUNICATION & PRESENCE

You are in the middle of leading a significant change. Publicly, you are the advocate — you have made the case, you have answered the questions, you have held firm when people pushed back. And privately, there is something you have not said out loud: you are not entirely sure this change is right. Not catastrophically unsure — the direction makes sense and you can see the rationale. But there is a specific element of it — the pace, the cost, the loss it involves for people you care about — that you have not fully reconciled. And you are aware, in a way you have been half-aware of for weeks, that this unresolved piece is present in your conversations with your team in ways you have not been able to fully control. The most honest version of what you do with that recognition is:

Continue — your private doubts are your own and your team needs you to lead with confidence, not with your own uncertainty Name it carefully to a trusted peer or mentor — you need to work through what you actually think and feel before you can be fully present in leading the change 3 Examine it directly — you sit with the specific element that is unresolved, work out what you actually think about it, and either resolve the doubt through honest engagement with it or surface it through the right channel Separate it — you acknowledge to yourself that your private doubts exist and you put them to one side to lead the change the team needs you to lead

COMMUNICATION & PRESENCE

You believe that the primary obstacle to successful change is resistance from team members who are attached to how things were — that the people who are most resistant to change are the primary reason change initiatives stall, and that the leader's job is to move those people forward or, if necessary, around them. You:

Know that resistance in teams is usually information rather than obstruction — that the people who push back most visibly are often surfacing real problems with the change that the leaders managing it would benefit from hearing rather than managing past Know that resistance is rarely the primary obstacle — the more common source of change failure is the leader's own ambivalence, which communicates itself to the team before any formal communication and creates the very resistance it is then trying to overcome Consider this essentially right — attached, change-resistant team members are the most common cause of change initiatives failing to achieve their potential, and managing that resistance is the core leadership challenge in any change Know this is partially true but that the category of resistant team member is often smaller than it appears — many people who look resistant are actually asking reasonable questions that the change has not yet adequately answered

COMMUNICATION & PRESENCE

You want your team to navigate a significant change more successfully. The highest-leverage thing you can invest in right now is:

A clear change plan with defined milestones, owners, and timelines — the teams that navigate change most successfully are the ones whose leaders have the most precisely defined implementation roadmap More senior stakeholder alignment — ensuring the people above you are fully committed to the change and will actively support it removes the biggest systemic obstacle to success A clear understanding of what each person on your team is losing in this change — because the thing that drives resistance is almost never opposition to the new, it is unacknowledged grief about what the change takes away, and naming that is the most powerful thing a leader can do Better communication of the rationale — if the team understood why the change is happening as clearly as you do, much of the uncertainty and resistance would resolve itself

COMMUNICATION & PRESENCE

You have led your team through a significant change and it has largely been successful — the new ways of working are in place, performance has stabilised, and the worst of the transition is behind you. One team member, who was the most openly resistant during the change, comes to you now and says: "I want you to know that I was wrong. The change was right. I am sorry for making it harder than it needed to be." Your most honest response is:

You accept the apology and close it — you appreciate them saying it and you want to move forward You deflect — you tell them there is nothing to apologise for and you move on You have a genuine conversation — you thank them for saying it, you tell them what their resistance actually surfaced that was useful, and you invite them to say more about what made the change hard for them You receive it fully and reflect honestly — you thank them, you name what you saw them carry through the change, and you acknowledge what you would do differently as the leader if you were leading the same change again

COMMUNICATION & PRESENCE

When you think about your own history with significant change — the moments in your professional life where something important shifted, ended, or was required to become different — the most honest version of your relationship with those experiences is:

You have learned to move through change without being stopped by it — the losses and the uncertainty are real but they do not derail you, and you have a genuine capacity to be in the discomfort without being driven by it You tend to push through change rather than process it — you keep moving and the feelings catch up with you later, sometimes in ways you did not expect You manage change well when you understand and believe in it, and struggle when you are required to lead or embrace a change you have doubts about D You find change uncomfortable in predictable ways — you know your patterns, you can name what typically trips you up, and you have some capacity to work with those patterns rather than be driven by them 2

COMMUNICATION & PRESENCE

When you think about the pace at which you typically drive change — how quickly you move from deciding a change is needed to implementing it — the most honest version of that pattern is:

You tend to move faster than the people around you are ready for — you can see what needs to change before others do and you find the pace of others' adjustment frustrating You calibrate deliberately — you assess what the change requires, what the team's capacity is, and what pace will produce the best outcome, and you adjust your timeline to serve that rather than your own preference for speed or caution You tend to move cautiously — you want to be sure the conditions are right before you implement and you find it difficult to act before you have more certainty than the situation typically offers You are inconsistent — you move fast when you are energised about the change and slow when you have doubts, and you have not fully examined what drives the difference

COMMUNICATION & PRESENCE

The most honest version of how the people you lead experience you during significant change — the account they would give to each other, not in a formal feedback process — is:

As someone who is clear and confident — they know where you stand and they trust your direction even when they do not fully understand it or agree with it As someone who manages the change competently but does not always help them feel genuinely seen inside it — the process works but something about the human experience of it is less attended to As someone whose own relationship with the change is visible to them — they can tell when you are fully committed and when you have doubts, and that visibility shapes how they respond to the change more than your communications do As someone who holds both things at once — they experience a leader who is committed to the direction and genuinely present to what the change is costing them, and that combination is what makes the change feel leadable rather than just managed

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