Managing Change vs Leading Change

You’ve been working at a company for some time: the same role, same responsibilities, using the same software you log into every morning. One day, an email from your supervisor appears at the top of your inbox. You click on it and learn that the software you know like the back of your hand is about to be replaced… How would you immediately feel?

Some employees may feel excited or at least curious, while others may experience confusion or uncertainty. Although the software change seems straightforward itself, the way people react to it may not be. The challenge that this change proposes  illustrates the importance in knowing the difference between managing change and leading change. While both help an organization adapt to new expectations, each serves a different role in the transition.

Managing change focuses on implementing processes or tools that make the change practically feasible. It helps sustain the functionality of the system from an operational viewpoint. For example, when a company adopts new software, technical training and a support line may be provided to ensure employees learn the system seamlessly and troubleshoot mistakes or glitches. Employees might learn the new software while still feeling frustrated by the loss of familiar routines, or they might simply not fully understand the reason behind this change. As a result, they may adopt the new system without fully committing to the change, even though they have learned how to properly operate the software. According to William Bridges, while change explains an external event, transition refers to an internal psychological process that individuals undergo while adapting to their new reality.¹  

Leading change, on the other hand, helps individuals understand why a transition was or is necessary, and how it serves the organization’s long-term objectives. According to John P. Kotter, effective leadership communicates a clear vision by explaining the purpose behind the change and the direction the organization is moving towards.² It brings clarity by addressing the limitations of the previous model and how the change helps overcome them. It also accounts for the psychological aspects of change by helping people make sense of the transition and internally commit to it.

Going back to our earlier example of a software switchover, before the new software is rolled out, a leader might bring employees together to explain why the organization is making a change, how it will improve workflows, and what support will be available throughout the transition. By answering questions, acknowledging concerns, and inviting feedback, the leader builds trust among his employees, and they leave the meeting understanding not only what is changing, but why.

Unlike managing change which emphasizes implementation, leading change focuses on the kind of communication and clarity that helps employees navigate the transition more willingly and seamlessly.

Both managing and leading change play crucial roles during the transition, and the absence of either can create challenges for an organization. Without an effective implementation strategy for change, an organization may face operational barriers such as employee resistance, limited resources, and insufficient training, which can slow down or disrupt the business. A lack of leadership, on the other hand, may cause employees to follow the technical guidelines without understanding the purpose behind them, resulting in lower commitment to the transition.

To achieve the most sustainable outcomes during transitions, organizations should provide both structure and meaning to employees. While managing change helps ensure implementation, leading change provides insight and improves commitment in a period of change. A conversation with a Meta Excellence Coach can help managers and leaders identify which element may be missing and develop a more balanced approach to change.

References

1.  Bridges, W., & Bridges, S. (2017). Managing transitions: Making the most of change (4th ed.). Da Capo Press.

2.   Kotter, J. P. (2012). Leading change. Harvard Business Review Press.