Embracing Change: A CEO's Guide to Leading Through Uncertainty

Every CEO knows that change is inevitable, but few are fully prepared for the resistance and disruption it often brings. Whether introducing a new strategy, pivoting your business model, or navigating a merger, the real challenge isn't just about making the right decisions—it's about leading your organization through the uncertainty and resistance that come with it.

Research by John P. Kotter, further supported by studies from McKinsey & Company and others, indicates that approximately 70% of change initiatives fail, often due to employee resistance and lack of management support. This staggering statistic highlights a critical truth: change management is as much about people as it is about strategy.

Vered Kogan, CSP? ’s approach directly addresses these challenges by focusing on the human side of change, ensuring that both leaders and employees are prepared emotionally and psychologically for the transition. So, how can you ensure your change initiatives don't just survive but thrive? It starts with understanding the one overlooked factor that can make or break your success: the human side of change.

The Human Factor in Change Management

Many programs designed for organizational change fail to meet their objectives because they do not fully consider how thoughts and emotions can interfere with the process. Change can evoke fear, anxiety, and resistance among employees, which, if not managed properly, can derail even the most well-thought-out plans.

Vered Kogan, a distinguished Vistage Worldwide, Inc. expert speaker, offers a unique approach that effectively addresses this shortcoming in managing change. With an MBA, certification as a professional coach, and over fifteen advanced training programs under her belt, Vered has more than two decades of experience helping senior executives and teams navigate personal and organizational change. As the founder and CEO of the Momentum Institute , her mission is to help leaders develop the skills and mindsets needed to achieve their potential and successfully manage change in today’s disruptive environment—while inspiring their teams to do the same.

Given her comfort in discussing emotions, people are sometimes surprised to learn that her undergraduate training was in civil engineering. This background, however, is highly relevant to her approach to managing change, as it equips her with the analytical rigor and precision needed to understand both the technical and emotional aspects of change. Civil engineering involves applying physical and scientific principles to solve complex problems. Vered applies this same rigor to the skills and emotional literacy that leaders need to foster a successful environment for change.

Why Change Efforts Fail

The common types of change—process changes, system changes, job role changes, organizational structure changes, and more—all share one universal truth: the human reaction to change is often resistance. People tend to feel uncomfortable stepping out of their comfort zones; the status quo is familiar and, therefore, more comfortable. This means that change requires significant effort and psychological transition.

Leaders must prepare and assist their teams in adapting to change and embracing the future state that change creates. When leaders fail to support their people through this transition, it becomes significantly harder to achieve the desired outcomes.

Quick Takeaway! Vered reminds us that to mitigate failure, we must plan extensively and be ready to respond swiftly and effectively if things don’t go as planned. Are you prepared for failure?

Balancing the Technical and Human Elements of Change

Change is composed of two elements—technical and human. Successful change management must consider both. Vered emphasizes that organizational change is only possible when the individuals within the organization change their behaviors and mindsets. As she puts it, “The future state of the organization is only achieved when individuals change their behavior. Change management drives project success by supporting individual transitions required by organizational projects and initiatives.”

Great justifications for change do not automatically lead to actual change. Effective change management requires sensitivity, collaboration, and thorough planning. Leaders need to anticipate potential resistance and create a sense of co-ownership among all those involved in the change.

Quick Takeaway! Identify a current change happening in your organization and consider who is most impacted by this change. How are they dealing with it? Do they need more support? As a leader, what actions can you take to support them right now? The more proactive you are with this transition, the more successful the change will be.

Keys to Successful Change

Self-regulation, preparation, and communication are the most essential tools for successful change. Understanding your emotions and being aware of what you convey to others is crucial during any transition. Evaluating organizational attributes and change characteristics greatly benefits the change process. Clearly communicating the real value of the change—the "why"—is essential for gaining buy-in and commitment.

Making an effort in these areas can lead to significant benefits. When employees feel prepared, equipped, and supported, they are:

• 7x more likely to meet project objectives,
• 4.6x more likely to stay on schedule, and
• 1.4x more likely to stay on budget.

Quick Takeaway! Resistance is to be expected. Allow people to express their concerns with the goal of listening first and talking second. Give people the chance to share their frustrations and co-create solutions. This approach not only helps mitigate resistance but also fosters a culture of collaboration and trust.

Conclusion

Change is inherent in personal and professional life, but that doesn’t mean we always handle it well. The cost of poor change management is often failure, but it doesn’t have to be that way. With targeted training like what Vered Kogan offers, you can navigate change more effectively and ensure a healthier, more successful transformation.

Reflective Questions for CEOs:

• "Is this change truly necessary? What problem are we solving, and is this the best way to solve it?"
• "How will my team react to this change? Will they resist or support it?"
• "Do we have the right people and resources to implement this change effectively?"
• "Does this change align with our long-term strategy? Are we staying true to our mission and values?"
• "Am I prepared to lead this change? How will my leadership be judged if this change fails?"

By considering these questions and focusing on both the technical and human aspects of change, CEOs can better prepare for the complexities of leading through transformation. Remember, successful change is not just about strategy—it's about people.