By now the principles of leading through change are clear. People experience change as an emotional journey. Leaders can diagnose needs with ADKAR. They can respond through the behaviours of CLARC. And they bring it all together with the right mindset.
What does this mean in practice? If you didn’t read anything else in this series here’s the TL;DR version:
Use ADKAR as a lens. When someone appears resistant, ask yourself whether the issue is awareness, desire, knowledge, ability or reinforcement. This shifts the conversation from frustration to problem-solving.
As a communicator, your task is not just to pass on messages. It is to translate them into language that makes sense for your team. Share what you know. Acknowledge what you don’t. Build trust through openness.
As a liaison and advocate, you represent your team’s needs upward and champion the change downward. Feedback flows both ways. Your credibility comes from showing you are listening as well as leading.
As a resistance manager, treat resistance as a signal of what is missing. Approach it with curiosity. Ask questions, explore the root cause, and target your support to unblock the barrier.
As a coach, focus on connection, encouragement, ownership and empowerment. Your goal is not just to help Associates cope, but to build the skills and confidence to thrive.
These moves are simple to describe but difficult to practise consistently - but the consistent practice is where teh dividends are paid! They require self-awareness, emotional intelligence and a growth mindset. They require leaders to balance empathy with accountability, and structure with flexibility.
The reward for that effort is significant. Leaders who apply these principles not only deliver successful change, they also build teams that are more resilient, more confident, and more engaged in the long term.