Consider… leading change management in 2025

In my 35-year career, I have facilitated, led, designed, or coached change management in every role and organization I have been a part of, including as a formal executive in charge of organizational change management. I’ve envisioned and led scrappy, low cost/high value strategic changes, multi-million dollar technical/business process changes, and coached hundreds of leaders in their roles as leaders of change.

A leadership challenge was presented to me recently on “resistance to change, [specifically] when the ‘why’ doesn’t seem to resonate or fails to inspire.” For a long time, those of us in change management focused mainly on the ‘why’ of change to decrease resistance and gain buy-in from team members. Organizational change had been largely about the ‘what’ and the ‘why’ of the change was missing. The vision that showed the value of the change and made it worth bearing was not shared with everyone involved in the change. Though this still happens, and it’s still an important component of successful change, it is no longer enough to successfully take most employees into and through the change.

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