From the course: Managing Organizational Change for Managers

Understanding your own orientation to change

From the course: Managing Organizational Change for Managers

Start my 1-month free trial

Understanding your own orientation to change

“

- Before you can lead anyone through change, you have to start with the person staring back at you in the mirror. Every manager brings a unique orientation to change, how you personally experience it and how you instinctively try to lead others through it. Some of us are early adopters. We see change as exciting, something to lean into. Others are more cautious. We want time to process, to analyze, to prepare. Neither orientation is wrong, but what matters is that you know where you naturally land and how that affects the people you're leading. So, take a moment and ask yourself, when change happens, what's your first reaction? Are you energized and already thinking five steps ahead? Or do you find yourself wondering what this means for you or for your team or your routines? Your change orientation is shaped by a lot of factors. Your personality, your past experiences with change, your tolerance for ambiguity, and even how much control you feel you have in your role. If you tend to approach change with enthusiasm, you might unintentionally rush others. You might think, "Why aren't they as excited as I am?" But remember, enthusiasm without empathy can leave people behind. On the flip side, if you tend to be more skeptical or hesitant, that can show up as resistance, and if you're not aware of it, your team might pick up on your reluctance and mirror it back. So how do you optimize your orientation? Start by getting curious about yourself. Reflect on a recent change. What emotions did it stir up for you? Did you lean in or pull back? Did you feel empowered or powerless? Next, consider how your orientation might be affecting your leadership. If you're a go-fast leader, can you slow down enough to bring people with you? Can you make space for questions, even if you've already made peace with the change? If you're a more reserved leader, can you challenge yourself to show visible support for change, even if you're still wrapping your head around it? Awareness is the first step. Adjustment is the second, and that's what separates good leaders from great ones. The ability to shift your approach for the good of those you lead. Here's why that matters. When people see you adapting your posture to meet them where they are, it sends a powerful signal. It says, "I see you. I'm not just pushing change, I'm walking through it with you." That kind of self-awareness and responsiveness builds credibility. It shows you're not reacting out of habit, but leading with intention. And nothing earns trust faster in a time of uncertainty than a leader who models what thoughtful change looks like. Finally, get feedback. Ask a trusted colleague, "How do I show up during times of change?" You might learn something that surprises you and gives you a powerful edge for the future. Change leadership isn't about having the perfect orientation. It's about understanding your defaults and being intentional about when to dial them up or down, because in the end, the way you show up in change is the way your team learns to move through it.

Contents