3 Principles for Navigating the People Side of Change

As technology advances, industries shift, and workforces evolve, leaders face the dual challenge of navigating transformation while inspiring others to embrace it. Change is not just a hurdle to overcome—it is an opportunity to grow, innovate, and reaffirm organizational purpose. But how do leaders maintain clarity and resilience amid the relentless flux?

Into the unknown

Nine years ago, I was new to construction company MAREK and eager to make an impact. As the learning and technology lead, one of my first projects was to improve processes by introducing technology to our frontline supervisors, who managed construction projects on-site while juggling bulky stacks of paper. Field supervisors were still reading blueprints from a hard copy and manual processes kept information in a silo, so not all stakeholders could access what they needed to know.

From my perspective, the project was thrilling and innovative because I love technology and the opportunity to make field leaders’ tasks easier excited me. But for the field supervisors, it was intimidating and completely opposite from their career experience, some for decades.

The staff were used to using their hands, scratching out a problem with a pencil, and flipping a page to find an answer. Not only did they have to learn how to use an iPad, but they also had to change day-to-day procedures to incorporate the technology and communicate with the office and customers.

But my perspective was: “It’s just technology. It’s easy. Read the question, read the prompt, and work through it.”

A few years later, MAREK evaluated its HR and talent technology stack. At the time, L&D was working with a homegrown learning management system that served only part of the workforce and relied on an HR system that doubled as both accounting and data management. The goal was to implement a comprehensive platform to centralize information and give teammates access to everything from learning and recruitment resources to details about their roles, pay, performance, and career development.

Suddenly, I could relate to how the field supervisors had felt when we handed them their first iPads. Technology looks shiny and innovative from the outside, but for those in the trenches, it can feel daunting and disruptive. My team faced long hours, complex data migration, and the overwhelming task of ensuring a seamless transition for the end user.

Due to my desire to dive directly into both projects, I neglected the most critical component of implementing change: the people. Often, big initiatives at large companies home in on the change itself, such as a new technology or process. But in proceeding that way and doggedly pursing the change at all costs, we fail our people by not thinking about them. Focusing on the people side of change applies both to considering those who will use the end product as well as the individuals working hard to make the change happen (such as myself).

Drawing from my own leadership journey, three principles are indispensable for focusing on staff when navigating changes: standing firm in core beliefs, practicing intentional reflection, and cultivating a supportive network. Those pillars have anchored me through significant professional transitions and strengthened my ability to lead teams with purpose and confidence.

Beliefs

For every problem an individual encounters—whether personal or professional—beliefs can help them understand their motivations, define their whys, and hold onto a sense of purpose. In times of uncertainty, core values such as faith, honesty, integrity, and authenticity act as my compass, guiding decisions and giving me hope.

While introducing technology to our frontline supervisors, I saw firsthand how overwhelming change could feel. Many of our field leaders have a wealth of tenure in the construction industry, being more seasoned in their profession also meant that they weren’t necessarily born with technology at their fingers or received formal education. For many, stacks of blueprints were all they had ever known and switching from paper to digital was daunting.

A big lesson for me was to go into their world and see through their eyes. The root of who I am keeps me aligned with the organization’s core purposes and how my work fits into them.

Reflection

Self-awareness is essential for great leadership, and it requires a commitment to continuous learning. Creating intentional space for reflection enables individuals to stay rooted in a shared purpose and connected to the organization’s broader vision. Reflection helps people process their experiences, recalibrate, and realign actions with chosen values.

During our system implementation project, reflection became my lifeline. The initiative took a physical, mental, and emotional toll due to complex data migrations, long hours, and the pressure to ensure a seamless transition. In addition, it created challenges common to system implementations when employees contend with large amounts of data, tight timelines, and budget constraints. I quickly lost myself to the job.

Now, on the other side of that project, I see how the resulting product is great for the staff. But in the thick of the work, I experienced heartburn. I never want to go through that again, so I try to do things differently. You can’t always control timeline, budget, or resources. But you can manage how you protect yourself and your direct reports from burnout.

To manage the challenges during the two-year project span, I carved out time to pause and reflect. For example, during the HR system project when we were working intensive hours, we would even meet on Friday afternoons, examining complex data. After reflection and feedback, we realized those meetings were unintentionally creating burnout for the individuals working on the initiative—the people the change was meant to help. Those staff members were upset, completing all the work, and they had yet to realize a benefit.

As a result of changing my lens to see from their perspective, we decided to avoid having Friday afternoon meetings for the remainder of the project.

Creating positivity and reducing negativity is a big lesson I have carried over into other initiatives. I highlight early wins, celebrate small victories, and discuss areas of improvement before they become true problems.

Dedicating time for reflection during project check-ins and weekly meetings helps to maintain rationality and ensures that the whole team aligns and has a shared vision for success. Reflection helps me to remain grounded, allows space for improvement, and puts focus on desired outcomes.

Network

No leader succeeds alone. My network of supporters, including family, friends, colleagues, and a professional community, is a pillar of strength, particularly during challenging times.

During our HR system implementation, I relied heavily on my family and other key project members who were also in the trenches. My support system outside of work provided an escape and a reminder as to the most valuable things in life as well as a sense of balance.

On the flip side, my project colleagues allowed space for many brainstorming and venting sessions. My project team, implementation partner, and external peers understood the goal and were equally committed to high performance. Those people acted as a sounding board when integrations seemed to go south.

In addition, connecting with others in the talent development field (via the ATD Forum) has expanded my perspective as peers offered new strategies for navigating change. I maintain a text thread with the group to test ideas against their experiences, which include large corporations, global operations, small businesses, and various industries. They enable me to consider concepts to which I wouldn’t otherwise have access. Previously, without such a network, I felt isolated, and my solutions were not all-encompassing.

After many lessons learned, helping to bridge the gap for others in the thick of it and making connections are priorities when approaching projects and teams. I believe building a community of practice for field supervisors would have aided our technology implementation project. Building a thoughtful, dependable network is an investment that pays dividends over time.

Embrace change

Championing change as a leader has been both challenging and rewarding. The projects were ultimately successful; however, the speed to adoption would have been faster and easier if I could have introduced what I have now learned from the start. Whether ever-evolving technology, the labor force, or force majeure, rooting yourself in firm foundations, practicing regular reflection, and choosing a supportive network can equip you to face change head-on. Embracing change and leading with integrity enables people to grow as individuals, inspire their teams, uplift organizations, and contribute positively to industries and society.

Read more from Talent Development Leader.