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Being Change Capable Is Key to Your Success

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Think of the last time you were faced with having to make a change. Given the world we live in today, the latest change affecting you might have happened yesterday or today: an organizational change at your company; a new – important – development in your profession; a change in what your customers want; a new regulation arising from the pandemic.

If you’re like most people, your first reaction to this latest change was probably more negative than positive. Perhaps something like: Arrgh, as if the past two years haven’t been stressful enough…” along with a sinking feeling and a sense of being newly overwhelmed.

Why is the idea of change – especially change imposed upon us – so often unwelcome?  Given the past few years of massive change and disruption on so many levels, you’d think we would have gotten used to non-stop personal and professional change by now.

Our Anti-Change Wiring

Blame our experience as a species. For most of human history, change has been dangerous; the safest course of action has generally been to return to the known. If there was a famine – you wanted to get back to eating regularly. If there was an invading army – you wanted to get back to peace and prosperity. You get the idea. Most of the time, returning to a previous set of stable conditions was the way to go.

Over many thousands of years, this has resulted in most people seeing most change as a threat. But today, to be successful, we often have to make changes in how we work, who we work with, and how we deal with customers. So, what’s a human to do?  These five things can help you become more change-capable:

“All great changes are preceded by chaos.” – Deepak Chopra

1. Find out More

When an unexpected change comes at us, we often just shut down and stop listening after the word “different.” But there’s some key information about any change that will help you decide how best to respond. First, ask for more clarity about what the change is – what it means for you, practically. Then ask why it’s happening, so you get some sense of possible benefits. Finally, ask the person promoting the change what the post-change future will look like: how it will affect your business, your customers, and your employees, if you have them.  Getting this foundational information can make the change start to seem less overwhelming and more understandable.

2. Difficult to Doable

Most often, when we first hear about a change, we assume it’s going to be difficult – that we won’t know how to do it, or that others will make it hard to do. Instead, turn your mind toward how you could make it easier. Is there someone who already knows how to do what you’re being asked to do who could help you?  Is there training available? Can you talk to your boss, or others promoting the change, about what it will take to do it?

3. Costly to Rewarding

We also tend to think that a change is going to take away more than it gives us: that learning how to do it will take time we can’t spare or that it will hurt our reputation – that we’ll look bad trying to do something we’re not used to doing. The change will seem less daunting if you can also focus on ways in which it might be rewarding: maybe the new way of doing things will take less time, once you’ve learned it, or will solve a problem that you know customers have been complaining about. If you discover that the long-term rewards outweigh the near-term costs, the change will start to seem more attractive – maybe even necessary.

4. Weird to Normal

One of the worst things about change is that new ways of doing things just feel weird. Anyone who’s ever had to learn to drive a stick shift as an adult, for instance, or spent time living in another culture, knows that feeling of “this just isn’t what I’m used to.”  Making a change feel normal is an important way to get past our hesitation, and sometimes the quickest way to do that is to find someone you like and respect who understands and is doing things in the new way. Ask them to share with you what feels OK about it to them and listen carefully to see what resonates for you.

5. Practice Makes Perfect…or at Least OK

And finally, perhaps, the most important way to get comfortable with a new way of doing things or thinking about things is simply to do it.  And then do it again. If you think about anything you’ve learned as an adult – from swing dancing, to speaking another language, to using a new social media platform – you probably remember the day when you had practiced enough that you suddenly thought “Oh, this isn’t so hard.”  Once you’ve gotten some basic information about the change and started to look for ways it could be easy (or at least doable), rewarding and normal – take a deep breath and just jump into trying it out.

Every indication is that the pace of change in our lives and in the world is going to continue to increase. It’s unlikely that we’re ever going to return to a time when everything stays status quo. Having the ability to accept and respond well to necessary change is going to become more important with every passing day. Therefore, I invite you to rewire yourself in this way: to learn to think and feel differently about change; to become change-capable. It’s your best path to a successful, satisfying personal and professional life in this era of non-stop change.

Erika Andersen is the founding partner of Proteus, a coaching, consulting, and training firm that focuses on leader readiness. For over three decades, she’s served as a consultant and advisor to top executives at today’s leading organizations, including Amazon, Spotify, Charter/Spectrum, and the Yale School of Public Health. She’s the author of four bestselling books, including Growing Great Employees and Be Bad First; is a popular leadership blogger at Forbes.com; and is the host of The Proteus Leader Show, a business and leadership podcast globally ranked in the top 10%. Her newest book is Change from the Inside Out: Making You, Your Team, and Your Organization Change-Capable (Berrett-Koehler Publishers; October 26, 2021). Learn more at erikaandersen.com, or follow her on Twitter and LinkedIn.

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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.

Why This Gap Exists

Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.

What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.

7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.

10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

The Bigger Picture: HR’s Role

Mercer’s global research highlights five key priorities for organizations:

  • Build diverse talent pipelines

  • Embrace flexible work models

  • Design compelling career paths

  • Simplify HR processes

  • Redefine the value HR brings

The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.

Treat Employees Like Associates, Not Just Staff

When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.

Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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