Navigating Change: A Guide for Leading from the Middle

When it comes to navigating change, mid-level managers have it rough. They’re stuck between a rock (experiencing intense change) and a hard place (supporting their people through it). They have to carry the emotional burden of leading their teams through change without any control over the bigger decisions. And to pile on, McKinsey research shows most transformation efforts fail—not because of poor strategy, but because the people responsible for day-to-day leadership aren’t equipped to guide others through uncertainty.

Just this week, on a coaching call with Kara, a client shared that her number one goal was to keep her employees motivated in the midst of huge change within her organization.

Fortunately, there are several things managers can do to help their people (and themselves) navigate change. 

When change is happening quickly, and people are experiencing a high level of uncertainty, they don’t need perfect answers or polished messaging. They need:

• A safe place to vent
• Clarity
• Agency in how to respond
• A reminder that they’re not alone

• A safe place to vent
• Clarity
• Agency in how to respond
• A reminder that they’re not alone

Earlier in Kara’s career, her company went through a major leadership shakeup. The top-level communication was vague, and the change felt disorienting. What made it bearable and kept her grounded was the support of colleagues and a manager who listened. Even when there were no answers, there was connection. That made all the difference.

It’s not a set of fancy slide decks and perfect policies that gets you and your team through a time like this. It’s everyday interactions that shape how people move through change: conversations in one-on-ones, team check-ins, or even while you’re waiting for other folks to join your meeting. 

Breaking down those 4 things people need, we’ll highlight a few key questions from the Navigating Change Card Deck as well as some scripts you can share that will  help you help your people through change.

Before you can move forward, people need space to process the full range of the emotions they’re feeling: anger, grief, frustration, relief, excitement, shame, confusion… the list goes on and on. Ask open-ended questions that let people name what’s hard:

• “What’s the hardest part of this for you?”
• “What is the impact of the change on us? On others?”

This shows you’re not afraid of their emotions, and you’re willing to have the hard conversations. You don’t have to solve all the issues that are named. All you need to do is listen and make sure they feel heard. 

In the midst of change, people are going to have a lot of questions. They’re wondering how they will be impacted, when things will happen, and other very big questions that matter to the day to day at work. As their leader, they’re going to look to you for clarity.

Don’t shy away from this. Clarity doesn’t require certainty. Communicate often. Share what you know, what you don’t and when and how you will learn more. Don’t let your desire for more information get in the way of communicating something along the way. Try things like:

• “Here’s what I understand today, and here’s what’s still evolving.”
• “Here are the questions I’m hoping to answer soon.”
• “Here’s my plan for what to do while we’re still waiting for things to unfold.”

Your silence will lead to anxiety and your transparency will lead to trust… even if all you communicate is what you still don’t know, and your plan to figure it out.

One of the impacts of navigating change is a feeling of having lost control and direction. In that environment people can be fearful and anxious. Make sure you’re finding ways, big and small, to invite people into the process and give them whatever control, and direction, you can. Questions you ask might include:

• “What is under our control? What isn’t?”
• “What can we influence or shape right now?”
• “What’s one action we can take together this week?”

These conversations will help reframe things for your people. They’ll focus your team on where they can have an impact and find momentum.

This is a moment when your people are observing you closely. Your ability to model what it looks like to navigate the change in a positive way will help your people understand how they should show up. Try some of these ideas:

• Tell a story about how it’s been challenging for you.
• Share an insight you’ve had as you navigate the process.
• Brainstorm ways you will take care of yourself and each other together.

Again, this doesn’t have to be perfectly scripted. Your vulnerability will help your people see you as more than a defensive messenger. At the same time, be sure to give equal space to sharing what’s hard and sharing opportunities and productive ways you have found to move forward.

Each of these moments becomes easier and more impactful when leaders have the right language and support. The Navigating Change Card Deck is a practical tool that offers question prompts and conversation tips for each of these key moments, taking the guesswork out of what to say and when to say it.