Change is inextricably linked to leadership. And precisely when that change is intended to improve things, it often causes initial unease. In teams, this manifests as doubt: Why are we doing this? What does this mean for me? Will I lose something?
On the highway, we call that a traffic jam. It’s a strange but familiar phenomenon: as soon as a highway is improved, there’s often more traffic at first. Recently, the junction from the A2 to the A9 near Amsterdam was modified. Instead of a merge lane, two additional lanes have been added so you can simply stay alongside the main road for the first few kilometers. Yet: traffic jam.
For me, this is exactly what happens with changes at work that are intended to improve things. The familiar act of letting go of the known for the unknown is nerve-wracking, and the initial reaction is almost always hesitation or resistance. Even when you, as a manager, want to implement something positive, a team often responds with: “This isn’t an improvement,” “This won’t work,” or, at best: “We’ll see.” A few individuals are enthusiastic, but are quickly reined in by the group: “Take it easy, let’s see how it turns out first.”
Because with every change, things fall by the wayside. That takes getting used to. And so there is stagnation at first, and only then does progress follow. Sometimes even: “It’s actually pretty good the way it is.” The question then isn’t whether there will be resistance, but how to introduce a change in a way that limits or prevents mistrust and negativity.
In my experience, this approach is very helpful:
- As a manager, start by stating what you observe and what you’re considering improving
- Clearly explain your intention and what you believe the outcome will be
- Ask for feedback and suggestions, and make sure everyone feels heard
- Adjust your plan as needed and explicitly acknowledge these changes
- Visibly acknowledge input; a sincere compliment is often enough
- Then present a final proposal: what will change, when, and what do you need from the team to ensure a smooth implementation?
- Leave room for further refinement during the implementation
- And evaluate afterward: how was this experienced, and did people find this approach pleasant?
Change requires not only a good plan, but above all leaders who dare to endure the discomfort. The temporary “traffic jam” is part of the process. Those who don’t let it frustrate them, but instead use this phase to listen, test, and keep the goal in mind, create something greater than the change itself: trust. And that is the flow that benefits every team.
