The art of possible: Driving change with Emotional Intelligence and High Agency

Organizations increasingly need to make complex changes on a large scale and in less time. How do you ensure that this complex change does not just happen on paper and in systems but also makes a lasting impact on the employees, processes, and services involved?

As a Change Manager, I believe that the heart of successful change lies in human dynamics, powered by emotional intelligence (EI) and a mindset of high agency. This understanding empowers us to drive meaningful transformation in businesses, going beyond processes and technology.

I've gathered insights emphasizing the human side of change based on years of experience across diverse industries and change initiatives. Here are the fundamental dynamics I’ve found essential for leading successful transformations.

Start with little steps

Change doesn’t happen overnight. It begins with small, manageable steps and a series of incremental successes. Emotional intelligence plays a crucial role here—understanding and managing expectations, both your own and others. However, as McKinsey highlights, common pitfalls include the failure to maintain momentum after initial successes, underestimating the need for ongoing communication, and neglecting to align these tiny steps with the larger strategic vision. There is no express elevator to success; patience, continuous reinforcement, and empathy for the process are essential to avoid these missteps.

Embrace discomfort

Change, by definition, disrupts the status quo. Discomfort is a natural byproduct, signaling that transformation is already underway. As Simon Sinek highlights in Start with Why, discomfort often stems from uncertainty about the 'why' behind the change. Emotional intelligence (EI) becomes vital here: it allows you to navigate that discomfort, understand its roots, and create space for open, honest conversations. Brené Brown, in Dare to Lead, emphasizes the importance of vulnerability in leadership, which is closely tied to EI. High-agency leaders don’t shy away from these challenging discussions; instead, they lean into vulnerability, using discomfort as a tool to align teams, build trust, and foster psychological safety, which ultimately accelerates successful transformation

Spread the benefits

In times of change, people often focus on what they stand to lose. In Leading Change, John Kotter emphasizes that one of the biggest challenges in change is overcoming fear and uncertainty. High-agency leaders actively incorporate this by proactively communicating the ‘why’ of change it is necessary, who benefits from it, and what is at stake. In Start with Why, Simon Sinek underlines the importance of communicating a clear purpose that appeals to people emotionally. Emotional intelligence enables leaders to articulate these benefits personally and empathetically so that people understand what they are gaining and feel engaged in the change. Kotter also stresses the importance of urgency and clearly explains future benefits to get people on the transformative path.

Move forward every day

Progress is more important than perfection. The journey of change is about consistent, focused effort, not about achieving an ideal state immediately. In Leading Change, John Kotter stresses that celebrating small successes (‘short-term wins’) is crucial to maintaining momentum and keeping people on board. Kotter points out that achieving short-term results builds trust and increases support for further change. High-agency leaders, as described by Jim Collins in Good to Great, remain solution-oriented and resilient, emphasizing steady progress rather than the immediate achievement of a perfect result. Emotional intelligence plays a central role here by enabling leaders to help teams celebrate small victories, keeping them motivated and maintaining energy for the bigger goal. Daniel Goleman, a pioneer in EI, emphasizes in Emotional Intelligence that recognizing and celebrating progress increases productivity and strengthens team cohesion.

Listen with intent

To lead change effectively, you must truly understand the people involved. In The 7 Habits of Highly Effective People, Stephen Covey emphasizes the importance of ‘seek first to understand, then to be understood,’ explaining that listening deeply to both words and underlying emotions is crucial for building trust and mutual understanding. Emotional intelligence, as defined by Daniel Goleman in Emotional Intelligence, encourages leaders to listen attentively to the content and emotions behind the words. This deep listening, to understand rather than react immediately, is essential to build trust and foster collaboration. Brené Brown, in Dare to Lead, also emphasizes the importance of vulnerability and empathy, which is crucial in effective listening. High-agency leaders, as described by Jim Collins in Good to Great, look beyond their interests and make it a priority to understand the needs and perspectives of others. This ability to recognize and validate the emotional reality of others helps them unite teams and build trust during change processes.

Imagination over knowledge

Knowledge is powerful, but imagination drives innovation. Albert Einstein stressed that imagination is more important than knowledge because imagination allows us to see new possibilities and think ahead. High-agency leaders, as described by Otto Scharmer in Theory U, rely on their ability to create new images of the future instead of relying only on past experiences. Scharmer points out that letting go of old patterns and visualizing new paths is essential for innovative change. Emotional intelligence (EI), as Daniel Goleman highlights in his book on that topic, reinforces this by making leaders open to diverse ideas and perspectives, which is crucial for creativity and innovation. EI helps suppress the tendency to stick to known solutions, allowing leaders to make room for new and unexpected possibilities.

Dualistic thinking-categorizing things into opposites, such as good/evil or right/wrong, can hinder innovation. In A New Earth, Eckhart Tolle describes how dualistic thinking limits us by forcing us within the framework of what we already know and understand. High-agency leaders step beyond this dualism by embracing a more holistic and creative thinking process, not getting trapped in thinking in extremes but remaining open to complex and hybrid solutions. Focusing on imagination and creativity and integrating different perspectives can pave the way for true innovation.

Prove them wrong

Change is challenging for some and exciting for others. In his book Managing Transitions, research by William Bridges illustrates that people react to change in distinct ways: some embrace it, while others resist due to fear and uncertainty. Similarly, research by John Kotter in Leading Change suggests that around 20% of individuals are early adopters who thrive on change, while another 20% feel threatened by it. The remaining 60% are often neutral followers looking to others to decide how to react. This is consistent with Everett Rogers’ Diffusion of Innovations theory, which explains how people adopt change in stages: innovators and early adopters lead, while the majority waits to see where things will settle before committing.

As a high-agency leader, your role is to accelerate the positive and engage this middle group, known as the 'early majority' in Rogers’ model. By leveraging emotional intelligence (EI), as described by Daniel Goleman in Emotional Intelligence, you can inspire confidence and reduce fear by addressing emotional concerns. EI enables you to communicate the benefits of change in a way that resonates personally with individuals, helping them to feel secure and optimistic about the future. Building momentum requires engaging the early adopters and demonstrating quick wins to prove that transformation leads to success, which, as Kotter emphasizes, strengthens trust and encourages broader buy-in from the rest of the organization.

When nothing goes right, go left

In today's rapidly changing world, following the conventional path is often insufficient to succeed. Technological innovations, economic fluctuations, and societal shifts force organizations to remain agile and innovative. This requires leaders with a high degree of ownership and decisiveness-high-agency leaders who understand that sometimes it is precisely the bold, non-conventional choices that are needed to make progress.

Today, companies and leaders must find ways to stick to old strategies when the environment changes. High-agency leaders are willing to take risks and pivot when necessary. They see strategy failure not as a setback but as an opportunity to recalibrate and return stronger. This flexibility and willingness to change course is essential at a time when standing still means falling behind.

Fail hard, Learn fast

Failure is inevitable on the road to transformation. What matters is how quickly you learn from it. High-agency leaders see failure as a stepping stone to growth, understanding that resilience and adaptability are crucial to driving change. A well-known example is Alan Mulally, the former CEO of Ford Motor Company. Mulally is known for his ‘One Ford’ strategy, which reformed the company culturally and operationally. He introduced a culture of openness and accountability, a clear break from the internal divisions and inefficiencies that characterized Ford at the time. Mulally fostered an open and transparent culture where mistakes were acknowledged without blame, encouraging his leadership team to focus on solutions rather than pointing fingers. His use of emotional intelligence was critical to this transformation, as he created a safe environment where employees could admit errors without fear of repercussions. This openness built trust and collaboration within the company, enabling quicker adaptation to challenges.

Lead the success

Success is magnetic. People are drawn to positive outcomes, and high-agency leaders know how to create and amplify success stories. When Mulally took over Ford in 2006, the company was on the brink of collapse, losing billions of dollars annually. Instead of shying away from Ford’s failures, Mulally addressed them head-on. His high-agency approach allowed him to see failure not as something to avoid but as an opportunity for learning and growth. One notable example of Mulally’s high-agency leadership was his decision to embrace transparency through the 'Red, Yellow, Green' reporting system, which openly displayed the status of projects. When executives were reluctant to mark projects as 'red' (failing), Mulally used his Emotional Intelligence skills to reassure them that failure was acceptable as long as they learned from it. This shift in mindset allowed Ford’s leaders to evaluate mistakes, adjust their strategies, and move forward with clarity and renewed focus. By embracing failure as part of the journey and using emotional intelligence to manage the emotional impact of those failures, Mulally successfully led Ford through one of its most significant transformations, ultimately avoiding bankruptcy and restoring profitability.

Keep it smart and simple

Complexity can be the enemy of progress. Many professionals, especially in high-pressure environments, tend towards perfectionism and obsessive-compulsive tendencies, believing that every detail must be perfect before moving forward. However, research shows that perfectionism can hinder productivity and innovation. In The Gifts of Imperfection, Brené Brown highlights that perfectionism often stems from a fear of failure, leading to procrastination and paralysis rather than progress. High-agency leaders understand that it's not about working harder or obsessing over every tiny detail, but about focusing on what drives results. By working smarter and avoiding the trap of perfectionism, leaders create a more sustainable path to success.

Emotional intelligence plays a crucial role here, helping leaders manage both their tendencies toward perfectionism and those of their teams. Simplicity matters most and ensures teams remain focused on high-impact activities rather than getting bogged down in unnecessary details. As Greg McKeown explains in Essentialism: The Disciplined Pursuit of Less, success often comes from doing fewer things better rather than trying to do everything perfectly. High-agency leaders recognize this, using their emotional intelligence to stay focused on productivity and forward momentum without falling into over-complication.

Learn. believe. change. grow. become. SUCCEED.

? True change leaders are lifelong learners. They believe in the possibility of transformation for themselves and their organizations. With emotional intelligence and a high-agency mindset, you don’t just manage change—you lead it, creating lasting impact.

What is your biggest challenge in leading change?

Jamila van de Voort works as a Business Consultant focusing on change management. Her specialization is in Process Management, Positive Psychology, and Cultural Change. In addition, she is an experienced Master Black Belt in Lean Six Sigma and Program Management.