Change ‘Management’ is as good as a holiday

The term sounds like something a group of guys in suits brainstormed at a yearly company meeting that could have been an email. But, change management is not only good, it is necessary. Change management is about helping people and organisations adapt to new realities without looking like a deer caught in headlights.

Change management, according to the Change Management Institute,

“represents a domain of principles and practices that enable stakeholders of change to adopt the mindsets, behaviours and capabilities required for that change to deliver full business value. It focuses on people.”

Change management is about helping people successfully adapt to changes within an organisation. It involves applying practices to ensure that employees and other stakeholders understand, accept, and effectively implement new ways of working. It also helps them build the necessary skills and adapt behaviours to ensure the change delivers the intended business benefits. It’s all about guiding people through transitions, whether it’s a new policy, a software rollout, a changed process, or complying with important but boring policies and procedures. Look at the Change Management Institute’s animation on what change management is.

For people to buy in, they must know why. People don’t resist change because they’re stubborn; they resist change because they don’t feel included in the process. The most successful change initiatives aren’t influenced from the top down, they’re shaped by the people who will be affected. That’s why good change managers don’t just roll out a plan and walk away. They listen. They find the unspoken fears and real pain points and tackle those first.

The big deal about change is that it freaks people out. We’re creatures of habit. We like our routines, our comfort zones, and our 1 p.m. lunch breaks. When change comes knocking on our door, slipping out the back is easier. Change management is the strategic, calculated process of helping people overcome their reluctance to open the door.

Organisations also typically make mistakes, like assuming that a well-documented plan ensures a successful transition. It doesn’t.

“A change initiative is only as strong as the buy-in from the people involved. This is where influence and psychology come into play. You’re not just implementing a system; you’re managing emotions, workplace culture, and trust. Fail to do that, and you’ll have a shiny new process that no one actually follows,”

says Ann Jarvis Smith, our resident change manager.

Let’s say your organisation creates a new policy. Management is all hyped, saying, ‘We have this new policy everyone must follow’. Your employees, on the other hand, are eye-rolling and saying, ‘The old way worked just fine. Why follow this new process?’ Enter change management – and they all lived happily ever after?
Not really. You can’t throw change at someone and expect them to see rainbows and unicorns. You’ve got to sell it to them. Tell them why it’s happening, how it’s going to improve their lives, and what’s in it for them. Fold in some empathy, answer their questions, and don’t make it sound like you copied and pasted your script from the internet. No one wants to hear about ‘streamlining the process’ or ‘teamwork makes the dream work.’ Just say what it will do: ‘This will save you three hours a week so you can spend more time binging Netflix.’

As you’ve probably noticed, change management isn’t just about processes or technology. It’s about people. People love drama, people can be stubborn, and they can be sceptical.

A good change management plan anticipates this. It involves training, support, and sometimes legal bribery. Even if it means getting chocolate croissants from the office cafe. The goal is to make the change as painless as possible.

Ann Jarvis Smith explains that

“Change is emotional. You can’t separate the technical side of a transition from the psychological side.”

Good change management leaders don’t just create a step-by-step implementation guide; they build trust, transparency, and reassurance. They acknowledge that resistance isn’t personal – it’s human nature. And they work with it, not against it. Look at how the Change Management Institute explains resistance to change.

So, are you still wondering why change management is essential? Without a plan, you risk confusion, low morale, and productivity taking a hit. It’s the difference between a well-organised machine and another lockdown with alcohol restrictions.

Let’s say your organisation skips the change management step. The new policy is introduced, but no one understands how to implement it. Deadlines are missed, stress levels rise, hell, there’s a good chance someone is questioning their life choices. Without proper support, confusion takes over, frustration builds, and ultimately, the policy is ignored. And the organisation? Back to square one.

The main issue is fear. People fear what they don’t know, that they’ll fail and look like fools. They are thinking, “What if I can’t do this? What if I mess up? Or worse, what if this change makes me irrelevant?” Their fear could grow into resistance. Some may openly push back, while others become silent quitters, dragging their feet with a smile that says, “Sure, I’ll do it … eventually”.

The hardest part of change management isn’t the logistics or the newly introduced systems. It’s helping employees conquer their fears, doubts, and insecurities.

So, next time your organisation wants to roll out a new system or start a process no one knows, remember Ann Jarvis Smith’s wise words,

“change is inevitable, but suffering through it doesn’t have to be. The organisations that understand this are the ones that truly thrive,”

and keep asking yourself, ‘How would my employees feel about this?’ Use the answer to that question as the driving force behind your change management plan. Think, ‘How can I make my employees understand and feel better about this change?’, ‘How will this change help them?’ and ‘How can I help them get there?’.