Guiding your team through organisational change

Leading your team through change—especially when that change wasn’t your idea—can feel like navigating a storm you didn’t ask for. You are expected to implement organisational decisions, even though you may not have shaped them. So how do you guide your team through this, balancing both the organisation’s demands and your team’s needs? By focusing on these 10 conditions for change readiness, you can help your whole team and each team member, not only deal with the current change but build the resilience and capability to thrive through future ones.

1. Awareness and Clear Communication

When the change is coming from above, your role as team leader becomes crucial in translating those high-level messages into something your team can relate to. It’s not just about sharing information—it’s about making sense of it in a way that resonates with your team.

Tip: Break down the organisational messages into tangible, team-specific implications. Ensure everyone understands not only what is happening but why it’s happening and how it will affect them. Use your local knowledge to flavour the message effectively.

Trap to avoid: Don’t let your team drown in a flood of information from the organisation. Simplify the messages without overselling the change—be honest about both the positives and the challenges.

2. Willingness to Learn and Change

Even when change is imposed, fostering a mindset of adaptability is key. But be mindful—your team didn’t ask for this, so their enthusiasm may be muted. That’s where you come in: facilitating space for learning and adjustment without pushing too hard.

Tip: Highlight opportunities for growth and development within the change. Encourage learning, but don’t force it—invite curiosity rather than insisting on compliance.

Trap to avoid: Don’t assume everyone will embrace the change at the same pace. Allow for some friction and foster open conversations where concerns can be aired. Know that resistance often isn’t negative—it’s the proverbial canary singing in the coal mine alerting you to valid issues that need addressing.

3. Understanding of Personal Benefits

In a change that’s been thrust upon your team, it’s easy for people to feel like cogs in the machine. Your job is to humanise the change by showing how it connects to what is personally and professionally valuable and meaningful to them.

Tip: Identify where the change aligns with what is valuable to each person. Help them see what they can gain, not just what they might lose. Invite them to see what value they can contribute or co-create for others.

Trap to avoid: Don’t focus solely on individual gains. In organisational changes, not everyone will benefit equally. Balance individual gains with a sense of collective purpose and be transparent when the benefits aren’t immediately clear for some.

4. Clear Expectations

Here’s where things can get tricky. The stated organisational change may be described in broad terms, but your team members will most likely want specific, actionable steps. You can bridge that gap and create clarity where there might be ambiguity, with what is within your local control.

Tip: Develop clear expectations with your team members. Where the organisation’s directives are vague, provide a framework to describe the direction the team can take even if you can’t specify a destination or end goal.

Trap to avoid: Don’t pretend to have all the answers, especially when the desired change endgame is still evolving. Instead, be honest about the uncertainty and invite the team into sense-making mode to take useful local action that makes sense with at least 1 or 2 next steps. Mental flexibility is key here, as expectations may shift over time.

5. Ability and Skill Readiness

Often, organisational changes require new skills—skills your team might not yet have. The challenge is to get them up to speed without overwhelming them.

Tip: Conduct a skills audit and provide targeted training where needed. Help your team feel equipped to handle the change, rather than feeling thrown in at the deep end.

Trap to avoid: Don’t overestimate the ability to pre-train for every aspect of the change. Some skills will only develop through experience, so allow for learning on the go. Encourage peer support and skill-sharing within the team.

6. Adequate Support and Resources

Organisational changes often come with promises of resources and support, but those can sometimes fall short in practice. Get creative and ensure your team has what they need to succeed, while also helping them navigate any gaps.

Tip: Build a support network within the team. Designate ‘go-to’ members for specific issues and create an environment where team members can lean on each other.

Trap to avoid: Don’t over-rely on promised organisational resources—sometimes they don’t materialise as expected. Encourage your team to innovate within constraints and be ready to address any feelings of inequity if some feel they’re getting more support than others.

7. Emotional Readiness and Calm

Navigating change isn’t just about skills and strategy—it’s also about emotional resilience. As the leader, you need to keep your finger on the pulse of how your team is coping emotionally.

Tip: Equip your team with resilience-building tools and ensure emotional support systems are in place, especially for those struggling with the change.

Trap to avoid: Don’t expect calm at all times—change naturally stirs emotions and generates friction within a person and between people. Rather than eliminating stress, focus on helping your team manage it. Your own emotional state will have a ripple effect, so model the calm and compassion you want to see.

8. Trust in Leadership

Trust is everything in times of change. While your team might not fully trust the decisions coming from the wider organisation, they need to trust you to lead them through it.

Tip: Be transparent about your role in implementing the change and share your thoughts honestly—even if you’re not entirely on board with every aspect yourself. Trust is built on authenticity, so don’t shy away from tough conversations.

Trap to avoid: Don’t undermine the organisation’s decisions, even if you personally have reservations. You can be a critical thinker without being a sceptic. Offer your team as much clarity as you can, but stand by your leadership role in delivering the change.

9. Timing and Work-Life Balance

When changes come from the top, timing is often out of your control. But your team’s well-being isn’t. Striking the right balance between organisational demands and your team’s capacity is key to keeping morale intact.

Tip: Be proactive in managing workloads. Check in with each team member to ensure they’re not being overwhelmed and make adjustments where necessary.

Trap to avoid: Don’t wait for the perfect moment to implement the change—it doesn’t exist. Instead, help your team navigate the change while staying mindful of their personal circumstances. The flexibility you enable can make all the difference.

10. Involvement and Feedback Mechanisms

Just because the change is imposed doesn’t mean your team can’t have a voice. In fact, their input could be vital in making the transition smoother and uncovering potential roadblocks early on.

Tip: Create regular feedback loops and make sure your team knows their contributions are valued. Even if you can’t change the organisation’s directives, you can still adapt your approach based on their insights.

Trap to avoid: Don’t let feedback become a black hole. If team members feel their input isn’t being acted upon, it can lead to disengagement. Be transparent about what can and can’t be changed and always close the loop by sharing what actions are being taken.

Building Future Change Resilience

While you’re navigating the current organisational change, remember this: every change is an opportunity to build resilience. It’s not just about getting through this project—it’s about strengthening your team’s collective capability to handle future changes, whether they’re driven by the organisation or by other external factors.

Tip: Treat this change as a learning experience for the team. Help each individual reflect on their own adaptability and strengths and consider ways to build a culture that embraces future changes more fluidly.

Change isn’t a one-off event. By focusing on these 10 conditions, you’re not just preparing your team for this change—you’re building a more adaptable, resilient, and capable team that will be ready to face future organisational challenges with confidence.