Change isn’t a bad word.
It tends to get a bad reputation but, the truth is, change is just part of life.
Being a “change agent” became a key component of my leadership approach early in my career and remains true today. Here are some lessons I’ve learned while leading teams through times of change or transition.
Build a foundation of trust and authenticity.
For much of our lives, we rely on others — our parents, teachers, and mentors — to make decisions for us. We’re generally comfortable with this if we trust them and understand the "why" behind their decisions.
The same principle applies when leading an organization through change. As a leader, it’s essential to build a foundation of trust, where your team understands not just what is changing but why it’s necessary and how it aligns with the broader mission of the organization.
Trust is not something that can be built overnight, nor is it something that can be taken for granted. Throughout any period of change, people need to feel their leaders genuinely care about them. It’s natural for some to resist change, but when they trust their leader and understand the underlying rationale, they are more likely to embrace the new direction.
One of the most important aspects of building that trust is staying true to the organization’s core values. As an organization grows and evolves, it’s easy to lose sight of what initially made it successful. Yes, we may be growing, but are we still grounded in what matters most?
Whether it’s a large-scale organizational shift or a smaller, everyday decision, trust and transparency are the bedrock that allow people to feel confident in the direction the organization is heading. In health care, where the stakes are high and the pace of change is relentless, trust isn’t just important — it’s essential for driving meaningful, lasting change.
Communicate clearly and consistently.
As a leader, it's important to remember that agreement isn't always necessary when implementing change — understanding is. People won’t always be onboard at the same time, and that's OK. A leader’s ability to gauge how quickly the organization can absorb change — and to adjust the pace accordingly — requires a deep understanding of the organization’s culture and values. Every place I've worked has been different in this regard.
Effective communication is essential to bridging this gap. In times of transition, you cannot overcommunicate. Even when it feels like you’re sharing information constantly, team members hear only small portions, often in a fragmented way. It’s important to share the message in various formats and channels, like emails, town halls, team meetings, and one-on-one discussions.
It’s not just about saying the same thing over and over but ensuring the “why” and the “what” behind the changes are clear and accessible to everyone in the organization. The more transparent and consistent your communication is, the more trust you build.
Be gritty and persistent.
The biggest mistake people make during times of change is stopping when it gets hard, like when encountering perceived disagreement or hitting a roadblock. It takes grit to move forward. If you've done your work and determined change is necessary, you must persist and lean into the challenge.
As leaders push forward, remember that the right thing is always right, no matter how hard it is. That should never be compromised. You may need to modify the "how" of what you're doing, but the "what" should remain true.
Take care of your people and yourself.
Resilience is most needed during times of uncertainty and change, when burnout tends to become a bigger risk. When I think about resilience, I don't want to wait until we’re talking about burnout — because that’s a sign we’ve already failed to manage the stress early on. Instead, we should actively work to prevent burnout by maintaining a supportive environment that makes people want to stay engaged, even in the face of adversity.
A key element in fostering resilience is creating an environment where people genuinely enjoy their work. When you like coming to work, when you feel connected to the mission and values of your organization, it’s easier to stay motivated and engaged.
I've been fortunate to work in pediatric health care, an environment where most people are driven by a strong "why." That sense of purpose makes it easier to weather tough times and remain resilient.
As a leader, your own resilience is just as important. You have to take care of your team, but you also have to take care of yourself. You need to know what fills your own cup so you can continue giving to others. In a resilient organization, leadership sets the example by prioritizing self-care and maintaining the energy needed to lead through difficult times.
