Change management sounds rather grand, intimidating even. Maybe an organisational restructure or a multi-million-pound digital transformation.
But in reality, it’s happening in all kinds of organisations every single day, from SMEs to global businesses. And sometimes it’s as simple as changing the way meetings are run.
The key is that all change needs to be carefully considered, no matter how small — not just the practical side, but the human side that determines whether it succeeds or stalls.
Change isn’t just the what, the how, or the when. It’s the who.
It’s the quiet wobble in someone’s voice when they ask what it means for their team, or the sudden hesitation of a leader who practised a message in their head, only to find it lands completely differently out loud.
Change is the emotions people carry, bubbling under the surface, and no plan or timeline can capture that.
Change is, at its core, emotional
People grieve old ways of working because it’s never just about the tasks. It’s about the routine and quiet comfort of knowing your place in a team, or the competence you’ve built up over months or years and the relationships that have grown through shared work. And when those things shift, even slightly, and even though they are planned for the better, there’s a sense of loss.
Perhaps a meeting that used to run one way now runs another. On paper, it might seem small, but it often has huge emotional significance. And when leaders dive straight into the new process, they miss the most important part.
The human element is not the side note. It is the change.
Leading with Humanity
Leaders who start with humanity do something radical. They acknowledge fear, name uncertainty, recognise loss, and prepare to respond to emotions, not just questions.
This doesn’t mean ignoring the practical side — timelines and deliverables will always matter. But no timeline will ever make up for a leader who fails to meet people where they are, and no process can replace a conversation that lands with clarity and empathy.
What we say matters, but how we say it speaks volumes. Our tone, pace, and body language are critical. As is the way we listen and process what’s actually being said (which may well be not what we expected), or indeed what’s not said. And yet, these are often the first things to be sacrificed in the rush to roll out a new plan.
If we want change to succeed, we have to start by recognising that humans are not widgets. They don’t respond to being managed. They respond to being seen and understood.
The phrase “change management” might make us feel organised and in control, but it’s also a trap. It frames something deeply human as something mechanical, and as soon as we do that, we set ourselves up for resistance and frustration.
The real work of change leadership doesn’t begin with a plan, it begins with people, and sometimes, simply acknowledging that the journey is uncertain and uncomfortable.
If we start with humanity, we stand a much better chance of helping people move — not just comply — through change.
Five Human-Centred Principles for Change Leadership
- Start with People, Not Process
- Pause and reflect on the human impact before rolling out any change. Map out who it affects, how they might feel, and what support they’ll need.
- Communicate Early, Honestly, and Often
- Share the why and what upfront. Be transparent about uncertainty and the things you don’t yet know — trust is built through honesty.
- Listen and Respond to Emotions
- Create space for questions, concerns, and feelings. Pay attention to what’s unspoken and validate the human experience of change, not just the technical details.
- Model Presence and Empathy
- Your tone, pace, body language, and willingness to acknowledge discomfort matter as much as your message. Lead with authenticity and emotional awareness.
- Rehearse and Prepare for Difficult Conversations
- Practice conversations to anticipate reactions, adjust messaging, and build confidence. Preparation ensures leaders can meet people where they are and guide them through the transition.
How 1948 Can Help
Our focus is on the human dimension of change leadership. We help leaders land their message, not just in the head, but in the heart. We help them work with emotions — both theirs and other people’s — and we enable them to rehearse difficult conversations, using actor-led simulations to explore different approaches in a safe, reflective space.
By concentrating on this human layer, we equip leaders to lead change in a way that people actually experience, rather than just comply with.
It’s the missing piece that turns planned change into meaningful, lasting adoption.
Get in touch here if you’d like to find out more about our change leadership work and how we can support your organisation
