When we think about change, it’s often associated with negative feelings. In business, the word often suggests downsizing, cost-cutting or the introduction of new processes and systems that complicate rather than simplify work. The phrase “expect resistance to change” reflects a deeply embedded mindset, and having worked in both local and global organizations, I’ve heard it countless times.
During a class on leadership and transformation, a professor posed an interesting question: is change good or bad? Most of us leaned toward the negative. The professor then challenged us with an example. “If someone offered you a hefty sum of money, wouldn’t that be a welcome change? Yet even that can have its downsides – like managing new relationships, heightened expectations or shifts in personal dynamics.” This nuanced perspective has stayed with me, underscoring that change can be good or bad depending on personal, cultural and situational factors.
Honesty and transparency: keys to leading change
In my experience, guiding an organization through change and sustaining it is one of the biggest challenges in any operational excellence (OPEX) or business transformation journey. One principle has consistently proven vital: honesty, openness and truthfulness. People are remarkably resilient when they understand the real “why” behind change, even when the path forward is uncertain or difficult.
A shift I’ve observed in recent years – accelerated by events like the COVID-19 pandemic – is the growing acceptance that leaders don’t have all the answers. Paradoxically, this acknowledgment can build trust. When leaders admit uncertainty but remain committed to transparency, it often strengthens their credibility.
Watch Ryan Mayer, head of Healthineers performance systems – Americas at Siemens Healthineers, reflect on helping people accept change and transformation
That said, we must recognize that not all changes benefit every stakeholder group. These critical moments call for courageous leadership. While sugarcoating hard truths might seem easier, it often undermines trust and limits the organization’s ability to address challenges effectively. Instead, addressing difficult realities with candor, empathy and humility fosters authentic leadership and builds resilience in teams.
The cultural lens of change
Understanding how different cultures perceive and respond to change is essential for effective leadership. While trust and relationships are central to organizational dynamics in many Latin American cultures, this principle extends to multicultural environments. Engaging stakeholders personally and building consensus can significantly impact the success of a change initiative.
As change leaders, we must understand what motivates our stakeholders and adapt our approach to connect authentically. According to Ronald Heifetz’s adaptive leadership model, the “muscle” to navigate change relies on a concept called “adaptive capacity.”
Watch Beth Foley, senior manager, transformation management office at Sodexo, discuss embracing change
A recent study by Adapsys Group revealed that while Chile ranks second in Latin America (behind Argentina) in adaptive capacity, the region as a whole lags behind the US and Europe. Additionally, two critical sectors in Chile – mining and the public sector – rank among the lowest in adaptability. This highlights the urgent need to foster flexibility and innovation in industries that are vital to the country’s economy.
Embracing the dual nature of change
Ultimately, change isn’t inherently good or bad – it’s shaped by how well it aligns with our values, expectations and circumstances. By embracing Heifetz’s adaptive leadership framework, leaders can go beyond simply managing change to driving true transformation. This means acknowledging both the opportunities and complexities of change, adapting to cultural nuances and staying grounded in honesty and openness.
In today’s fast-paced world, change is inevitable if we want to thrive – or even survive. The ability to adapt to change, both personally and organizationally, is often the key differentiator between success and stagnation. Whether it’s a windfall like winning the lottery or a challenging organizational shift, leading with truthfulness, empathy and adaptability can turn change into a force for lasting progress.
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