Change Waze: Helping Your Team Navigate Through Transitions with Clarity and Support

Who hasn't had a frustrating experience with wayfinding and signage? We've all been there – staring blankly at a confusing map, wandering in circles, feeling utterly lost.

I recently had one of those moments at the airport. After printing my bag tag, I was met with a labyrinth of ropes seemingly designed to send me in the wrong direction. A kind attendant pointed me the right way, but not before the check-in agent remarked on the sign I'd missed – a tiny blip amidst a sea of Delta Air Lines branding – as if the burden of navigation rested solely on my shoulders.

The experience, though a bit frustrating, got me thinking. As I paused, disoriented, my brain had to switch gears. Autopilot was useless. I had to consciously assess, seek help (by looking utterly confused!), and adjust course – thankfully, with a stranger's kindness. And it struck me: isn't this what we ask of our teams during organizational change? We expect them to embrace new processes, adapt to unfamiliar systems, and navigate uncharted territory – often with minimal guidance and a heavy dose of "You missed the sign" (or its corporate equivalent, "You should know this by now," which usually translates to: "There was a town hall and an email...once").

Consider this: Delta Air Lines invested $2.3 billion in its new LAX terminal, a significant portion dedicated to improving the passenger experience before they even board. They understand that a smooth, intuitive journey starts the moment you step into the airport. Just as Delta invests billions in a seamless customer journey, organizations must be willing to invest in their people to ensure a smoother, more successful change experience. While many recognize the importance of change management, investing in communication and training, these efforts can miss a critical element: the human experience of navigating change. We track adoption rates and gather feedback, but how often do we truly step into our employees' shoes and consider their journeys? We pour over spreadsheets, Gantt charts, and stakeholder maps...

But what about the rest of the navigation experience? What happens when our team encounters a labyrinth of processes, mixed messages, and a distinct lack of guidance along the way?

Leading change is about more than just providing a map; it's about embarking on the journey alongside your team, anticipating challenges together, and ensuring everyone arrives at their destination feeling informed, equipped, and empowered.

The most effective change managers are designers of change. They possess a deep understanding of the organizational context, its key players, and their established ways of working. They see beyond the spreadsheets and Gantt charts to the human landscape of change, crafting strategies that offer multiple avenues for guidance and support. They understand that successful transitions are built on trust, clarity, and a shared sense of purpose.

Here's how to bring a touch of "Change Waze" magic to your next transformation:

1. Process Clarity Over Rope Mazes: Those confusing ropes? They represent convoluted processes that trip people up. Before launching a change, map it from the employee's perspective. Ask: What can we simplify or eliminate to make this journey smoother? And just as importantly, what guardrails can we put in place – FAQs, visual decision trees, a dedicated support hotline – to provide assistance when the path isn't perfectly clear?
2. Communication That Guides, Not Confuses: Like poorly placed airport signage, ineffective communication leaves your team lost. Are we communicating in a way that resonates, or are messages getting lost in translation? Test different channels and messages with a small, representative group to gauge effectiveness before a full rollout.
3. The Human Factor: Support and Ownership: The airport staff could have been helpful, but their lack of ownership ("You missed the sign") added to my frustration. Creating a culture where asking for help is encouraged goes beyond words; it requires fostering psychologically "safe discomfort", where employees feel genuinely permitted to admit they're lost, ask without fear of judgment, and suggest improvements. Leaders must model this vulnerability and take responsibility for design flaws.
4. Get Creative with Your Toolkit: Think outside the box! Equip change champions with "I Can Help You Get There Quicker!" T-shirts, create interactive floor maps, turn learning into a scavenger hunt, or design personalized "change playlists." Injecting fun makes a world of difference.

By blending strategic planning with empathy, creativity, and a deep understanding of the human experience, we can transform organizational change from a source of stress into a journey of growth and opportunity.

What unexpected parallels are you finding in your own everyday experiences? Please comment!