This blog post, written for leaders and aspiring leaders, intends to name and eliminate one of the biggest and most problematic myths about people and change. It presents the argument that change, or people are not the problem. Offered here are 4 keys for successfully developing and supporting all people through change, no matter how new, unpredictable, complex or volatile it is.

People Change

Since the beginning of time, human beings have faced uncertainty and disruptive situations and environments. Not only have we survived, but we have also demonstrated a remarkable capacity for learning, growth, resilience, and great success - we can thrive even within and through change.

Human beings are wired for change; we are always changing. As a matter of fact, we are changelings, built to adapt to ever-changing and challenging situations. While that’s pretty cool, you will actually change while reading this blog post. Yes - you will change by the time you reach the end of this written piece. You will change physically, for sure. And in addition to your constant biological changes, you just might be validated and affirmed in your thoughts; you may remember something important that you haven't thought about for a while; and you might even feel, think, or do something differently because of this post. All of this is you, changing.

Here's something fascinating: we often hear people describe situations as "unprecedented" - as if the dramatic nature of current events makes them uniquely challenging. But when you think about it, everything was unprecedented the first time it happened. The first human to make fire, the first to cross an ocean, the first to send an email - all unprecedented. What we call "unprecedented" today is simply change happening at this very moment, and humans have been navigating the never-before-seen since…well, forever.

Currently, however, especially in work and business, the pace and complexity of change have accelerated drastically. Increasingly, it appears that people are having difficulty "keeping up" or "coming along."

People Are Not the Problem

You may be wondering, if humans are wired for change, why do so many people appear reluctant, apprehensive, resistant, or outright "oppositional" when we need them to change for or with us on something important?

The problem is not people. The challenge lies in a serious misconception many of us hold - a specific belief about people and change that causes the greatest difficulty.

You see, our beliefs about things directly affect our effort, and our level of effort directly impacts the outcome. Take a moment to imagine something you would consider impossible. Now consider how much energy or effort you would invest in that something. Right, you wouldn't!

Many of us were taught to believe one of the BIGGEST and most problematic misconceptions about people and change - it is problematic because if we truly believe it, our energy and investment are directly impacted!

The misconception? People Fear Change.

Change Is Not the Problem

Over the last 30 years, I have worked with and interviewed thousands of people regarding their experiences with a variety of complex and challenging changes. What I have learned is fascinating and continues to inform my approach to working with people as they approach and move through both minor and major changes.

The specific change or circumstance has little to do with whether someone is "motivated" or "oppositional" (or somewhere in between) to the change. As a matter of fact, a person's level of enthusiasm or reluctance has more to do with their perception and/or the experience of the change. It is rarely, if ever, the change itself.

So, before we go any further, it is critical that we get something straight:

People do not fear change!
They fear how change has been, or might be, experienced!

I have learned from countless situations that people who appear apprehensive, reluctant, resistant, or even outright oppositional usually have a good reason for being so.

I began to understand that regardless of the diversity of people and complex situations, there were 4 important variables that consistently contributed to positive and preferred change - no matter the person and no matter how complex or disruptive the situation.

The 4 key variables are listed below and offered with each are important considerations for leaders and aspiring leaders to successfully develop and support people through preferred change.

1. People do well when supported by others who truly believe they can change.

As stated earlier, when we truly believe that people are growth-oriented, resilient, and have the capacity to develop and change, they do well. If we don't believe they are capable, our efforts to support will surely lack conviction and commitment, and the change will be compromised.

Belief = Effort = Outcome

Important Considerations:

• Gut Check Time – What do you believe, really? Do you believe change is possible?
• Have you asked yourself The Billion Dollar Question, found HERE.
• You are not responsible for the change, but you are responsible for creating the conditions and supporting preferred change.
• Have you offered encouragement and provided supports?
• Have you focused on their strengths and successes? Strengths offer the message that change has occurred successfully and can be accomplished again.

2. People do well when the change is understood.

Sometimes changes have many parts or come at a pace that can seem overwhelming. What's interesting is that almost all change is predictable to some degree. Leaders have a responsibility to prepare people by helping them understand as much as possible, to the extent possible, about important changes.

When people understand what is changing, why it's changing, when it's changing, how it's changing, and how it might impact them and their role, they can anticipate and adapt accordingly.

Important Considerations:

• Do you have the necessary information regarding what, why, where, when, and how of the changes?
• Have you shared this in detail with your team?
• Have the communications about change been clear and consistent across departments and teams?
• It's not always possible to have or share all the information, so be sure to inform people clearly as to why you can or cannot share certain information.
• Have you assessed whether individuals and teams understand the detailed information provided? How do you know they understand?

3. People do well when they are involved.

Involving people does not necessarily mean we let them make all the decisions. Most people, however, do much better with and through change when they feel a sense of control, ownership, and/or a sense of personal responsibility.

Empowering our people is about giving them a voice and/or a choice with, on, or about important change. It is important to involve people with change, to the extent possible, always if and when we can.

Important Considerations:

• Have we provided people with as much information about the change? See above.
• Have we provided an opportunity to ask questions and get answers that are important to them?
• Have they had an opportunity to share their perspective and/or experience regarding the change?
• Have they been given an opportunity to come to the table and support the change?
• Have we asked our people to provide input, feedback, or make suggestions for alternative perspectives and approaches?

4. People do well when the change holds meaning for them.

Meaning and motivation are inextricably linked. Where there is meaning, there is motivation to change, no matter how big or challenging the change. There are 4 core source drivers of meaning and motivation. We refer to them as the CORE 4: they are needs, values, goals, and strengths. I am excited to share these in much greater detail with the release of the Getting to Better book in the fall of 2025.

I have learned that when change or the perception of change aligns or connects with an individual or group's needs, values, goals, and/or strengths, even just a little bit, they begin to see the meaning and value the change holds.

One of the most profound discoveries I have made on my journey to developing various approaches to human betterment has been this - leaders may not be able to change the circumstances facing their people. However, they can change how their people experience the change. The key here for leaders and aspiring leaders is to tune in and have an accurate understanding of what is most meaningful for their people.

Important Considerations:

• Learn about your people's needs, values, goals, and strengths as it relates to them, their relationships, and their work.
• Have we provided people with as much information about the change? See above.
• Do our people understand the change - what's the point and why in this way?
• Have we aligned the change in the context of Vision, Mission, Values, and Strategy?
• Have we considered how the change might align with the needs, values, goals, and strengths of individuals and/or the team overall?

When we truly believe that all of us can change; when we are involved; when the change is understood; and it holds meaning, we change.

We don't fear it or hide from it. We get excited and embrace it!

People are amazing and most of us wake up to succeed and get to better. And, when we are supported in the manner outlined in this post, we all exceed what we thought we were capable of – and sometimes we succeed in a way that we thought was at one-time, unimaginable.