The Realistic View Leaders Overlook When Driving Change

A few weeks ago, a friend shared a story about rolling out a new operational plan at work. It was a Friday night, and we were unwinding after a long week over a drink. As he spoke, I could sense his frustration even though the story sounded like a success.

When he finished, I asked why he seemed so exasperated. He explained:

“Don’t get me wrong, I’m happy with the outcome, but my team’s reaction was frustrating. When I presented the plan, I got blank stares. Everyone left the meeting, and I felt like no one was on board. Two days later, someone came to tell me the team had concerns. They’d talked among themselves and sent this person to share their perspective. I had to re-explain why we were doing this and how they could manage it alongside their other responsibilities. Then came more complaints and side conversations about personal impacts.

I wasn’t sure if the plan would ever take off. But then, something shifted. They started executing the plan, even better than I imagined! But those two weeks felt like walking through mud.  Why do people complain it’s impossible and then go on to crush it?”

That question stuck with me. And then it dawned on me: as leaders, we spend countless hours preparing plans for the future. Sometimes weeks or months gathering data, building proof points, and connecting the dots.

Yet we expect our teams to absorb and act on those plans in a much shorter amount of time. Sometimes in a single meeting….

If it took us weeks to get there, why do we expect them to get there in an hour?

Our mistake isn’t in the plan itself; it’s in the unrealistic expectation our people can instantly digest and embrace something that took us weeks to create.

Change and processing takes time.

This is where the EQ skills of reality testing and empathy come in. Before rolling out a plan, ask yourself:

• What will this change feel like for my team on Day 1? Exciting, overwhelming, or threatening? How do I know?

• How much time do they need realistically need to internalize this? What does realistic look like for them and not for me?

• How can I create space for continuous dialogue? Where people can share thoughts and concerns openly.

·       With all of this in mind, when should I start messaging upcoming changes?

Change works best when people have time to grow into it. Building that growth period into your plan is a smart leadership move. It reduces frustration for everyone and turns transition time into a powerful part of the strategy.