A Practical Guide for Leaders Navigating Change

This week we are not publishing our usual article, instead we are giving you a free checklist which ensures both you and your stakeholders come out on top

When managing change....

Start with purpose, not process.

Successful stakeholder journeys begin with a clear articulation of why change is necessary, not what is about to happen. Satya Nadella’s transformation of Microsoft is often cited not because of the technology shifts but because he reframed the organisation’s purpose around learning, growth and relevance. By consistently anchoring conversations in purpose, he created a shared narrative that stakeholders could align to, even when decisions were difficult.

Identify your stakeholders and tailor the journey.

Not all stakeholders need the same level of detail, timing or reassurance. Leaders who manage complex organisations understand that different groups process change differently. Effective engagement means designing distinct communication and involvement pathways for executives, managers, operational teams, partners and external stakeholders. The most successful transformations create multiple journeys that align to a single destination, ensuring clarity, relevance and confidence at every level of the organisation. Now's the time to pull out that RACI grid!

Listen with intent and respond visibly.

Stakeholder engagement is not complete without feedback loops that lead to action. Mary Barra’s leadership at General Motors emphasised listening to frontline voices and responding publicly to safety and culture concerns. When stakeholders see their input reflected in decisions, confidence in the journey grows.

Use symbols and actions to reinforce the journey.

What leaders do often speaks louder than what they say.

When Steve Jobs returned to Apple, he simplified product lines and decision making structures, sending a clear signal about focus and priorities. These visible actions helped stakeholders understand that the journey was real, not rhetorical.

Maintain narrative discipline over time.

Change fatigue often stems from shifting messages rather than the change itself. Leaders such as Andy Grove at Intel were known for maintaining a consistent storyline even as tactics evolved. Stakeholders are more willing to stay the course when the core narrative remains stable and recognisable.

Be visible when the message is uncomfortable.

Trust is built when leaders show up consistently, particularly during uncertainty. Howard Schultz’s return to Starbucks during periods of decline was marked by direct engagement with employees and franchise partners. He did not delegate difficult conversations, reinforcing confidence in leadership intent.

Translate strategy into practical implications.

Stakeholders disengage when change remains abstract or overly conceptual. Effective leaders take time to explain what strategic decisions mean in real terms for teams, roles, responsibilities and ways of working. By making the impact of change tangible and relevant to daily activity, leaders help people understand not just the direction of travel, but how the journey will affect them in practice.

Close the loop and reflect on progress.

Journeys need milestones and moments of reflection. Leaders who take time to acknowledge progress, learn from missteps and restate the destination sustain momentum. This reinforces that change is not a series of disconnected initiatives but a coherent journey with leadership accountability at its core.

Good luck and remember to reach out if you need any advice