Principles For Change
What to Remember When You Are Experiencing Change (or Leading Others Through It)
I spend much of my time working with leaders who are leading change, and learning how to navigate it themselves. As I prepare for a series of upcoming webinars, keynotes, and workshops focused on leadership and change, I’ve been reflecting on some core ideas I return to often in my work.
The piece that follows is a distillation of those reflections. If it resonates with you, be sure to check the note at the end to learn more about how I support leaders and organizations through change.
Principles for Change: How to Stay Grounded When Everything’s Shifting
In today’s workplace, many of us find ourselves in the business of change. Whether you’re leading it, living through it, or trying to make sense of it, change is part of the everyday landscape. And it rarely arrives quietly. Sometimes it’s a subtle shift; other times it crashes in like a tidal wave. Increasingly, it feels like we’re all riding wave after wave. Change isn’t just an event anymore. It’s the environment we operate in.
The accelerating pace of work and transformation can feel disorienting. For some, this uncertainty triggers anxiety. For others, it generates energy and anticipation. Regardless of your reaction, it’s easy to get swept up in the whirlwind without pausing to ask: How do we actually lead and navigate change well?
Before launching a new initiative, reacting to a reorg, or adjusting to the unexpected, it helps to ground yourself in a few key principles. Think of these as your compass, or as reminders that can anchor you and help guide others through complexity and uncertainty.
Below are four principles I return to whenever I’m in the thick of change. Whether you’re driving it or simply riding along, they can help you stay steady and lead with intention.
1. Humans Are Wired to Survive
Let’s start with biology. One reason change feels uncomfortable is because our brains are built for survival, not disruption.
The amygdala, the brain’s threat detection center, constantly scans for danger. When it encounters uncertainty, like a shifting team structure or evolving priorities, it triggers a fight-or-flight response. Stress. Resistance. Shutdown. These are not signs of failure. They are evidence of a survival system doing its job.
Understanding this changes the narrative. Reactivity in the face of change isn't a character flaw. It’s a protective instinct.
What to do with this:
If you’re navigating change: Notice your reaction. Anxiety, hesitation, and resistance are natural responses. Awareness opens the door to agency. Once you recognize what’s happening, you can choose how to respond. Whenever I notice the anxiety coming, I try to take a deep breath and name it, but do what works for you.
If you’re leading change: Don’t assume that someone’s resistance is a rejection of your idea or the cause, but be aware of the fact it might have nothing to do with you, and everything to do with human nature and biology. Give the benefit of the doubt that resistance is rooted in self-preservation, not stubbornness. Respond with empathy first, then action. Give people the space to process before pushing for progress.
2. You Can’t Control Change, But You Can Control Your Response
Much of the change we experience isn’t in our hands. Restructures, new strategies, shifting policies. We’re often impacted without being consulted. That lack of control can feel disempowering.
But there’s a powerful reframe. You may not control what’s happening, but you do control how you respond.
Self-determination theory, developed by psychologists Edward Deci and Richard Ryan, identifies three core human needs: autonomy, competence, and relatedness. Autonomy, having a sense of control over your choices, is especially vital in times of change. When we feel stripped of agency, we freeze. But when we regain even small elements of choice, we re-engage.
What to do with this:
If you’re navigating change: Ask, What’s within my control? Focus on small choices. How you structure your day. How you show up in a meeting. How you take care of yourself. These actions reinforce a sense of ownership.
If you’re leading change: Create space for others to step in. Invite input. Share decisions when you can. When people feel heard and empowered, they’re more likely to lean in rather than push back.
3. Change Is Hard, and People Can Still Change
Change is undeniably hard, but it’s also important to remember this truth. People are wired to adapt.
In the moment, it can feel like resistance is permanent. But humans are remarkably resilient. We learn, adjust, and evolve. Often under pressure. The key is to tap into what motivates us to change: survival, success, and meaning.
Self-determination theory reminds us that people embrace change when it supports their autonomy, enhances their competence, and connects to what matters to them. We move forward when we see the benefit and believe we can handle the challenge.
What to do with this:
If you’re navigating change: Remind yourself of your track record. You’ve adapted before. You can do it again. Look for proof in your own story.
If you’re leading change: Don’t just announce changes. Inspire movement. Show how the shift connects to people’s goals, values, and growth. Meet them where they are and offer a compelling reason to move.
4. Don’t Just Focus on What’s Changing. Focus on What’s Staying the Same
Change often creates a sense of groundlessness. When everything feels up in the air, it’s easy to feel disoriented. But here’s the catch. Not everything is changing.
There are often constants — shared values, cultural rituals, trusted relationships — that remain. Our brains crave these anchors. They help us feel safe, lower stress, and maintain a sense of continuity.
Neuroscience and psychology confirm that predictability reduces mental strain and increases openness. When people feel grounded, they are more likely to adapt well.
What to do with this:
If you’re navigating change: Identify your anchors. What remains stable? Who do you trust? What routines still support you? Let those become your foundation.
If you’re leading change: Don’t only highlight what’s new. Reinforce what’s steady. Remind people of what will stay the same. That reassurance builds trust and steadies the team. It can be as foundational as in your communications literally writing out “What Remains The Same” or leading with that if you are communicating verbally with your team or stakeholders.
Final Thoughts: Change Is Here, and So Is the Opportunity to Lead
Change isn’t going away. But that doesn’t mean we’re helpless. By understanding how humans respond to uncertainty, honoring our need for agency and connection, and recognizing our ability to adapt, we can meet change with more confidence.
These four principles aren’t just ideas. They’re invitations. To pause. To reflect. To choose how we lead and how we move forward.
Whether you’re leading a transformation or just trying to stay afloat, come back to these truths. They won’t stop the waves from coming. But they will help you stay grounded while you ride them.
Call To Action
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