Navigating Tough Decisions as a CEO: Driving Change & Building Resilient Teams

As a CEO, making tough decisions comes with the territory, and those decisions often shape the future of the entire company. One of the most challenging choices I've made was letting go of an entire development team because they resisted the changes necessary for our business growth.?Kurt Lewin's "Unfreeze, Change, Refreeze" model?provided a valuable guide through this challenging process—helping us not only execute the change but ensure that the new way of working became embedded in our company's culture.

1. Unfreeze: Facing the Reality

There was a time when we faced significant resistance from our?existing development team. They were incredibly talented, but their reluctance to adopt the new methods we needed for scalability and innovation was holding us back. The first step in addressing this was to "unfreeze"—meaning we had to confront the reality that the current structure wasn’t conducive to growth.

Tip for CEOs:?Unfreezing begins with data-driven insights.?Collect feedback, look at performance metrics, and gather honest opinions from stakeholders. Change starts by questioning the status quo and creating a compelling reason for why the organization must move in a different direction.

2. Change: Making the Transition

Once we had established the need for change, it became clear that the solution was to bring in new talent—those who would fully embrace the innovation and adaptability our company demanded. This involved bringing in a new company with team members who could hit the ground running and align with our vision.

Tip for CEOs:?The transition phase needs both strategy and empathy.?Clearly define the change, share the vision, and set clear expectations. Use?Kotter's 8-Step Change Model?as an additional tool—create a sense of urgency, form coalitions, communicate the vision, empower action, and celebrate short-term wins to keep the team motivated through the change.

3. Refreeze: Embedding the Change

With our new development team in place, we moved into the "refreeze" phase. This is where we made a concerted effort to solidify the new way of working. It was crucial to align our processes, provide training, and nurture the culture we envisioned. Recognizing milestones and rewarding adaptability played a significant role in ensuring these new practices became part of our company’s DNA.

Using Theory to Drive Lasting Impact:?Beyond Lewin’s model, we also applied?Schein's Organizational Culture Model?to help us integrate these changes into the very fabric of our organization. By focusing on?artifacts, values, and underlying assumptions, we shaped a culture that valued collaboration, continuous learning, and adaptability. It’s important for CEOs to recognize that culture is the bedrock upon which all processes and systems lie. Addressing surface-level changes alone will never lead to sustainable progress without tackling deeper values and assumptions.

4. Building on the Change: Continuous Growth

Once the change was in place, we didn't stop there. The real challenge is ensuring that the organization continues to build upon the changes made and remains resilient to future shifts.

Tip for CEOs:?Adopt the principles of "Kaizen"—a Japanese business philosophy of continuous improvement.?Keep asking: How can we do better today? Engage your team regularly in identifying improvements and fostering a culture that welcomes, rather than fears, innovation. It's about small, incremental improvements that build up to substantial positive change over time.

Key Lessons & Takeaways for CEOs:

• Identify Resistance Early:?Resistance is inevitable, but it’s essential to listen actively and understand the underlying concerns. Early identification allows for better planning.
• Be Willing to Make Hard Choices:?Sometimes the solution is to bring in fresh talent or restructure teams entirely. This decision isn’t easy, but when the survival of your vision is at stake, you need individuals who are aligned, adaptable, and ready to evolve.
• Model Transparency:?Clearly communicate why change is happening, the expected outcome, and the role each individual plays. Transparency builds trust, which is crucial during times of uncertainty.
• Use Frameworks for Guidance:?Whether it's?Lewin's Change Management Model,?Kotter’s 8-Step Model, or?Schein's Organizational Culture Model, frameworks provide a structured approach to navigating the complex journey of transformation.
• Celebrate Wins:?The path to sustainable change can be long, but celebrating short-term wins keeps morale high and reinforces the belief that the change is worthwhile.

Leading Through Transformation

Transformation is a continuous journey, not a destination. The most powerful takeaway from this entire experience was that successful change requires both a solid plan and a resilient mindset. As leaders, our job is to navigate through the noise, identify the real issues, and make the hard choices that will ultimately make our organizations stronger.

"Unfreeze, Change, Refreeze"?helped us transform our development team.?Kotter’s?model helped us keep the momentum, and?Schein’s?cultural insights ensured that the change wasn’t just skin-deep but embedded at every level. And we continue with?Kaizen?to maintain our forward momentum—committed to continual growth and improvement.

Your Turn: How Do You Drive Change?

What change models do you rely on as a CEO? How do you identify resistance, implement change, and make it part of your company’s culture? Change is hard, but it is also where growth lies. Let’s learn from each other's experiences and help build a stronger community of adaptable and forward-thinking leaders.