Change isn’t a Gantt chart – it’s human
By Sally Pritchett
CEO
Rethinking how we lead and communicate through transformation.
Ask a room full of professionals what comes to mind when they hear the word “change” and you’ll get a mix of answers. In a recent Work Wonders webinar, responses ranged from exciting and energising to exhausting and overwhelming.
We know that change isn’t neat or easy. It’s messy, emotional – and the way we respond to it is deeply human. As talent leader Alistair Antoine said during the session: “Change is not a Gantt chart.” Yet too often, that’s how organisations treat change programmes – as a timeline to manage, rather than a process people go through.
Change doesn’t work if it’s done to people, not with them
One of the biggest reasons transformation projects stall is because leaders try to enact change on employees, instead of working with them. Whether it’s a restructure, new leadership or a shift in strategy, people need to be part of the process – not just passive recipients of announcements and comms.
To get real engagement and buy-in, you need to create space for better conversations. That means giving people room to ask questions, share concerns and make sense of what’s changing in a way that feels respectful and supportive. When people feel heard and involved, they’re far more likely to move with the change than against it.
Trust is built – or lost – during change
The stakes are high. The Times recently reported that 38% of leaders would rather resign than lead another change programme. That speaks to the pressure and fatigue many are feeling – but it also highlights how vital trust and belief are during change.
People look to leaders for clarity and reassurance – but also for honesty. Communicating with openness, listening without defensiveness, and showing care are powerful signals. And they’re often what separates successful transformations from the ones that fizzle out.
As coach and change expert Kate Oates reminded us in the session, people need time to process. Change is a transition, not a switch to be flipped. And it’s much harder to lead through that transition if you’re rushing the emotional impact or pretending its business as usual.
Culture, safety and storytelling all matter
Communication in change can’t just be top-down messages or weekly updates. You need to build psychological safety first by making space for feedback, choosing language that’s honest and human, and shaping stories that people can connect to – stories that make sense of what’s ending and offer a clear picture of what’s next.
Change might start with a business need, but it’s sustained through your people. That’s why the most effective transformations embed culture, values and communication into every stage – from early conversations to everyday moments.
Missed the session?
Check out the highlights video below, featuring some of the most powerful takeaways from the discussion with Sally, Alistair and Kate. If you’re thinking about how you communicate change in your organisation – and want to lead with more humanity, not just process – it’s worth a watch.
Want to be part of the next conversation?
Work Wonders is our growing community for people who care about improving workplace culture, communication and inclusion. If you’d like to join future webinars, access practical tools and connect with others driving meaningful change – join us here.
Watch the highlights: Rethinking Change and Communication
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Three common leadership mistakes that derail culture transformation
By Sally Pritchett
CEO
These three leadership missteps are behind many stalled culture transformations – and they’re all avoidable.
Culture change isn’t something you can just tick off the to-do list. When done well, it creates a lasting shift that shapes how people think, act and work together. Yet too often, leaders unintentionally undermine the transformation they’re trying to lead.
Here are three common culture change mistakes – and how to avoid them:
1. Treating it like a one-off campaign
Culture isn’t a project with a start and finish date. It’s everyday actions, decisions, conversations, the way people treat one another. When leaders approach culture transformation as a time-limited initiative, complete with launch events, posters and slogans, momentum fades fast. People revert to old habits, and the “new culture” becomes a past-tense idea.
How to avoid it:
See culture change as a long-term commitment. Build it into business as usual. Keep reinforcing the vision in team meetings, performance reviews, recognition schemes and even day-to-day conversations. Leaders need to model the change every single day.
2. Forgetting to listen
It’s easy to design a culture from the top down. But when employees aren’t asked for their input – or worse, are asked and then ignored – they’ll see the transformation as “management’s thing.” This is one of the most common culture transformation errors, and it quickly breaks down trust.
How to avoid it:
Create genuine two-way dialogue. Use surveys, focus groups and informal conversations to understand what’s working and what’s not. Act on the feedback you receive and make it clear how employees’ voices are shaping the transformation journey. When people feel heard, they’re more likely to engage and drive forward the long-term culture you’re trying to achieve.
3. Neglecting cross-functional ownership
Culture touches every part of the organisation – from hiring to customer service to finance. Yet many culture change efforts stay siloed within HR or internal comms. Without shared responsibility across functions, change is unlikely to gain traction.
How to avoid it:
Treat culture like any other strategic priority. Involve leaders from all departments in defining, embedding and sustaining it. Give managers the tools and confidence to bring culture change to life in their teams. Because when every function feels responsible, culture is likely to change quicker and become a part of the everyday.
Culture transformation success isn’t about one big moment. It’s about hundreds (or likely even thousands) of consistent actions, owned by everyone and guided by leaders who listen and inspire others. Avoiding these mistakes means you’re not just running a campaign – you’re creating a movement.
Find out what’s really driving (or blocking) your culture
If you want to avoid these common culture transformation mistakes, the first step is knowing where your gaps are. That’s exactly what our THRIVE diagnostics are designed to do.
We’ve created six quick tools – one for each of our THRIVE pillars – that give you tailored insight into what’s working well and where there’s room to improve. Each one takes just a couple of minutes and comes with practical next steps you can act on straight away:
Take one, a few, or all six – and you’ll walk away with clear, practical actions to strengthen your culture.
When employees feel clear, connected and supported, culture transformation doesn’t fade out – it sticks. And if your results highlight areas to focus on, we’re here to help you take the next step.