Change – the very word can make some leaders squirm.

Yet, today, change isn’t just inevitable; it’s essential for survival.

In a world where technology advances daily and competitors never stop evolving, staying still isn’t an option.

But how do you lead a team through it without causing resistance, confusion, or burnout?

Let me take you back to a project I worked on with David.

David was a senior engineering manager at a growing tech firm.

His team was tasked with integrating a new AI-powered system into their existing infrastructure, a shift that promised to improve efficiency but required dismantling processes they’d perfected over years.

The first time I walked into David’s office, the tension was palpable.

Charts and diagrams littered his desk. His phone buzzed constantly with questions from his team.

David’s frustration showed as he explained, “They’re resisting every step of this! It’s like they don’t even want the improvement.”

As we unpacked the situation, one thing became clear: David had fallen into the trap many leaders face, focusing on what needed to change, but not how to guide people through the process.

Step 1: SEE IT

The first step in any successful change effort is to “See It.”

This means identifying the change clearly and helping your team visualize why it matters. For David, this meant reframing the conversation.

Together, we walked through the challenges his team faced with the current system: redundant steps, human error, and wasted hours.

I asked, “What’s the cost of doing nothing?” David hesitated, then rattled off the inefficiencies—time, energy, and missed opportunities.

“Now,” I said, “how can you make your team see this?“

David held a meeting where he didn’t just present the numbers. He shared a relatable story:

“Last week, we almost lost a key client because it took us too long to process their request. Imagine a system where that never happens. Where our process is seamless and precise. That’s what we’re building.“

The shift was immediate.

By painting a picture of the future and connecting it to their pain points, David helped his team move from skepticism to curiosity.

Step 2: PLAN IT

Once your team sees the need for change, it’s time to “Plan It.”

But here’s the thing: the plan can’t just live in your head. It must be a shared journey.

David and I worked to create a roadmap, breaking the process into small, manageable steps.

Each milestone had clear ownership, not just from him, but from his team.

In our conversations, I encouraged David to involve his team in the planning phase.

When people contribute to the plan, they take ownership. “Let them poke holes in it,” I said. “Their feedback will make it stronger – and it’ll help them feel part of the solution.“

One of his engineers suggested a pilot program to test the system on smaller projects before a full rollout. It was a game-changer.

Not only did it allow the team to address issues early, but it also gave them quick wins to celebrate.

Step 3: SELL IT

Here’s where many leaders falter, failing to “Sell It.”

No, this isn’t about manipulation; it’s about creating belief.

David had to move from issuing directives to building buy-in. I suggested he hold one-on-one meetings with key team members to address their concerns privately.

During one meeting, his most vocal critic, Sarah, expressed her fear: “What if this new system makes my role redundant?“

David listened.

He didn’t interrupt or dismiss her fear. Instead, he empathized: “I can see why you’d feel that way, Sarah. This system isn’t here to replace you; it’s here to free you up for more strategic work. Think of how much time you’ll gain to focus on innovation.”

That conversation turned Sarah into an advocate. She began championing the change to the rest of the team.

Step 4: DO IT

Then came the hardest part: execution. Or, as I call it, “Do It.”

Resistance doesn’t magically disappear when the plan starts rolling. It often resurfaces when the work begins.

I coached David to anticipate resistance and treat it as feedback, not failure.

When his team encountered a major glitch during the pilot, the initial reaction was panic.

David’s old approach would have been to step in and fix it himself. Instead, he asked his team: “What’s the root cause, and how do we address it together?“

Their collaborative troubleshooting not only resolved the issue but also strengthened their confidence in the system—and in themselves.

Step 5: REVIEW IT

Finally, every change process needs reflection. This is the “Review It” phase, a chance to learn, adjust, and celebrate.

After the rollout, David held a team debrief.

He used John Maxwell’s PLAN AHEAD framework to guide the discussion:

P – Predetermine the change needed.

L – Lay out our steps.

A – Adjust our priorities.

N – Notify key people.

A – Allow time for acceptance.

H – Head into action.

E – Expect & deal with problems.

A – Always point to the successes.

D – Daily review your progress.

As the team walked through each step, they celebrated what worked and identified areas for improvement.

More importantly, they felt ownership of both the challenges and the successes.

Your Turn

Change is rarely smooth, but it’s always an opportunity to grow, as a leader and as a team.

Whether you’re integrating a new system, reorganizing your structure, or pursuing a bold new vision, remember this: change isn’t just about the destination. It’s about how you lead people through the journey.

What’s one change you’re leading right now?

How can you help your team see it, plan it, sell it, do it, and review it?

Let’s start there.

Kindly,

Florin

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