Change isn’t a Gantt chart – it’s human

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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