There is a quote by James Hollis (a prominent Jungian psychoanalyst) that I love and keep coming back to: “It’s the nature of nature to change.” I love it personally, but I also love it because it resonates deeply with the realities of leadership.
Whether in life or business, change is not an option, it is a guarantee.
Sometimes, change is expected; other times, it catches us off guard. So, what is a leader to do?
Too often, I see leaders struggling against the tide, trying to preserve the status quo when what they really need is to evolve with the changing currents.
Leaders bear a dual responsibility: to themselves and the organisations they lead.
In times of rapid transformation, how leaders embrace or resist change determines their future impact and influence.
Why does change feel so hard?
We live in a VUCA world—volatile, uncertain, complex, and ambiguous. Industries rise and fall, markets shift, and the very nature of work is transforming. Roles, responsibilities, ethics, human rights—everything is in flux.
Yet despite this inevitability, many leaders resist change. Why?
It often comes down to comfort. There is safety in the familiar.
It is tempting to believe that what worked before will work again, but history tells us otherwise. The business landscape is littered with examples of companies that clung to old ways. Kodak and Blockbuster are often cited as examples who paid the price.
Smaller businesses face the same risks when they fail to adapt as consumer demands evolve.
Resisting change is a natural reaction. Uncertainty is uncomfortable, and humans instinctively stick with what they know. But as leaders, it is crucial to challenge this instinct. Holding on to old ways may feel safe in the short term, but it’s a recipe for stagnation and failure over time.
Change as a leadership opportunity
As many of you know, I love looking to nature for lessons. Nature shows us that change is not just inevitable; it is essential for renewal and growth. When the seasons shift, plants do not cling to old leaves—they shed them and prepare for new growth.
Leaders can take the same approach.
Great leaders (by whatever definition you use) do not just accept change; they embrace it as a chance to move themselves and their organisations forward.
They see disruption not as a threat but as a catalyst for progress. A leader who fears change will always be reactive, scrambling to catch up. But a leader who sees change as an opportunity will proactively position their organisation ahead of the curve.
Many of you know that I worked for Microsoft at one point, so I saw this first hand. When Satya Nadella became CEO of Microsoft, the company was losing relevance (at least many thought so!) and was stuck in its old ways. Nadella shifted Microsoft’s focus to cloud computing and fostered a more open, collaborative culture. Today, Microsoft is thriving because he recognised the need to evolve and rallied the organisation toward meaningful change.
Not all of us are leading Microsoft size organisations (and can I say, thank heavens for that!), but there is much to learn from the leaders mindset about change.
Your change toolkit: A few first steps for thriving in uncertainty
So, what is a leader to do? Here are some strategies I have found effective. I hate lists and boiling complex challenges down to a few “actions”, so these are what I have learned and what I know works.
Take what resonates, discard what does not and add to it based on your circumstances, culture and team dynamics.
These are meant to kick-start your journey.
Encourage experimentation
Create an environment where your team feels safe to try new approaches without fear of failure. Innovation thrives when people can test ideas and learn from setbacks. Set clear guidelines, but allow space for “play” and experimentation for your team and yourself. Leaders, too, need room to experiment within a safe culture.
Foster transparent communication
Uncertainty breeds confusion and mistrust. Be open and transparent in your communication, sharing as much information as possible to help your team navigate change. If you do not help your team with the story, they will create their own, and that is rarely a good thing. Nothing kills culture faster than misinformation.
Lead by example
Model the behaviour you want to see. Show your team that you are flexible and willing to adapt. When they see you navigating change with curiosity and confidence, they will feel more comfortable doing the same. It really is a case of you cannot be what you cannot see. Be seen.
Build resilience in your team
Just as nature rebuilds after disruption, so must teams. Encourage your team to view setbacks as learning opportunities rather than failures. Invest in resources, books, podcasts, training, that foster a mindset of resilience and adaptability. Do not just “talk to them” about change, help them navigate it. Or get human resources to help.
Create a shared vision
In times of change, people need a steady point of reference. Ensure your team understands the organisation’s purpose and long-term vision, even if the path to getting there evolves.
Stay grounded in values
Your core values are your North Star during times of change. While tactics may shift, values provide stability. Work with your team to articulate shared values and regularly reinforce them to keep everyone anchored.
Acknowledge the challenge
Please do not sugarcoat difficulties. Be honest about the challenges of change, but balance this with optimism and a clear plan. People respect authenticity, and acknowledging the hard parts builds trust. And slays the BS monster.
Is there a leadership edge for those who embrace change?
Change is a given, not just in nature but in leadership. The leaders who thrive are those who adapt, pivot, and embrace disruption as an opportunity to redirect and refocus. While no one can predict the future, we only have to look to our past to see the rapid rate of change.
If we continue to experience change, even if at a moderate speed, the ability to adapt to and be solid in our leadership will serve us well.
So, take a lesson from nature. Shed what no longer serves you, embrace the new, and allow yourself, and your organisation, to grow in ways you never imagined. Change may be inevitable, but how you respond to it is entirely within your power.
And as always, if you invest in yourself, the rewards will be unfathomable.
Until next time.
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