The formula for successful change<\/h3>\n\n\n\n
A simple way to capture this is through what I once called my \u201cchange formula\u201d \u2014 a symbolic way of describing the essential ingredients for sustainable transformation:<\/p>\n\n\n
![\"\"](\"https:\/\/www.xl-growth.com\/wp-content\/uploads\/2019\/09\/XL-Growth-Change-Formula-3.png\")
<\/figure>\n<\/div>\n\n\nCs<\/strong> Successful Change is accomplished when people have integrated the change into their comfort zones, which is created by:<\/p>\n\n\n\n This formula may look tidy, but real change rarely is. Organizations are living systems \u2014 made up of human beings, each with their own fears, motivations, and histories. As I wrote in Leading in a VUCA world<\/em><\/a>, complexity is not something to eliminate, but something to navigate. Change is emotional before it becomes operational.<\/p>\n\n\n\n William Bridges made a powerful distinction that remains timeless: change<\/strong> is what happens externally; transition<\/strong> is what happens internally. When we move to a new house, the change occurs the moment we hand over the old keys and step into the new space. But calling that house \u201chome\u201d takes time. We need to get used to new routines, new rooms, new sounds \u2014 and to let go of what we left behind.<\/p>\n\n\n\n It\u2019s the same in organizations. We often design the \u201cmove\u201d perfectly \u2014 the new structure, process, or strategy \u2014 but neglect the transition. People may still feel attached to the old ways, uncertain about their new place, or skeptical about what\u2019s coming next. This is why so many transformations fail. According to McKinsey, over 70% of change programs<\/strong> don\u2019t reach their intended outcomes, primarily because the human transition is not managed effectively.<\/p>\n\n\n\n Elisabeth K\u00fcbler-Ross first described the emotional process people experience when facing loss: denial, anger, bargaining, depression, and acceptance. Bridges translated this into the language of organizational change: endings, transitions, and new beginnings.<\/strong> In practice, these stages overlap and repeat. People let go of the old, experience uncertainty, and slowly embrace the new.<\/p>\n\n\n\n The leader\u2019s role is to help people move through this curve \u2014 not by pushing harder, but by creating psychological safety<\/strong> for exploration, confusion, and growth. This connects directly to my article on Fear and trust at work<\/em><\/a>. When fear dominates, people resist; when trust grows, they adapt.<\/p>\n\n\n\n Key leadership actions that support people through change include:<\/p>\n\n\n\n In essence, leaders must guide both the task<\/strong> and the transition<\/strong> \u2014 balancing structure and empathy.<\/p>\n\n\n\n In today\u2019s VUCA environment \u2014 volatile, uncertain, complex, and ambiguous \u2014 change is not a one-time event but a continuous state. Traditional change programs often assume stability will return after implementation, but that stability rarely comes. Instead, leaders must cultivate change readiness<\/strong> \u2014 the capacity to stay adaptive, curious, and connected while the ground keeps shifting.<\/p>\n\n\n\n In my work with international manufacturing and logistics organizations, I\u2019ve seen that the most successful transformations don\u2019t happen because of perfect planning. They happen because teams learn how to navigate uncertainty together<\/strong>. They establish feedback loops, share lessons quickly, and build resilience. In other words, they learn how to live and lead inside transition.<\/p>\n\n\n\n In my coaching and facilitation work, I often start with diagnostics \u2014 understanding where people are in their transition curve and what emotional patterns are at play. From there, we move into co-creation<\/strong>: designing experiments and actions that make the change tangible. Through iterative reflection and feedback, leaders develop the awareness and tools to sustain new behavior \u2014 both in themselves and their teams.<\/p>\n\n\n\n This follows my established way of working: assignment > diagnostics > co-creation <> delivery <> evaluation > hyper care > handover > on-demand support<\/strong>. The <> symbolizes iteration \u2014 continuous learning and adjustment. It\u2019s not about pushing a fixed plan but helping organizations evolve through awareness, ownership, and connection.<\/p>\n\n\n\n As explored in Manage yourself to manage time<\/em><\/a> and Strong emotions aren\u2019t the problem \u2014 your frame is<\/em><\/a>, real change always starts with self-leadership. The same applies to transition: leaders who understand their own reactions to change can better guide others through it.<\/p>\n\n\n\n Which element of the change formula is strongest in your organization today \u2014 and which is missing? Are your leaders managing change, or guiding transition?<\/p>\n\n\n\n If your organization is navigating transformation or preparing for one, I help leaders and teams build the capacity to lead change from the inside out. Together, we focus on the human side of transformation \u2014 where awareness, trust, and collaboration turn change into learning. <\/p>\n\n\n\n\n
Change versus transition<\/h2>\n\n\n\n
Understanding the emotional curve of change<\/h2>\n\n\n\n
![\"\"](\"https:\/\/www.xl-growth.com\/wp-content\/uploads\/2019\/09\/XL-Growth-Change-Model-1-1024x677.png\")
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Change in a VUCA world<\/h2>\n\n\n\n
How I support leaders and teams through change<\/h2>\n\n\n\n
Reflection for leaders<\/h2>\n\n\n\n
Work with me<\/h2>\n\n\n\n