Change Has Taken on a New Look in Today’s Business Environment

In today’s fast-paced world, the approach to change is evolving rapidly. According to change expert Judd Hoekstra, while organizations still launch large, strategic initiatives aimed at driving growth, there’s now an increasing focus on embedding agility and change-readiness into the very fabric of organizations.

“The new reality demands that leaders act decisively even without having all the answers,” explains Hoekstra.

Building Agility in a Rapidly Changing World

In the past, leaders aimed to fully solve challenges before implementing solutions. The emphasis was on achieving a result that was as close to perfect as possible. But now, with the speed at which things change, the goal is different.

“Today’s leaders need to move fast, get directionally correct, learn quickly from outcomes, and make adjustments as they go,” says Hoekstra. “This shift requires a mindset of constant experimentation, refinement, and a comfort level with ambiguity.”

He compares this new dynamic to the SLII® Model by Blanchard, where individuals move through phases of learning—starting as Enthusiastic Beginners, transitioning through Disillusioned Learners and Capable but Cautious Contributors, and finally becoming Self-Reliant Achievers—only to cycle back as new changes emerge.

“The key is the ability to transition between learning and mastery as quickly as possible,” he emphasizes.

Operating in the Unknown

To thrive, leaders must embrace a growth mindset, a concept popularized by Carol Dweck in her book Mindset.

“Dweck’s insights remind us that we—and the changes we’re implementing—are all works in progress. Instead of asking, ‘Will this work or not?’ we need to ask, ‘What parts of this will work? What parts won’t? And how can we improv’e?”

Hoekstra encourages leaders to accept imperfection as part of the journey. He recalls a colleague’s metaphor for this mindset:

“Are we waiting to have the Audi, or are we okay starting with the skateboard? Waiting for the perfect solution—the Audi—may delay progress by years. Starting with the skateboard allows us to move now, even if it’s slower and less polished. It’s about learning as we roll and making adjustments along the way.”

Involving Others: The Key to Successful Change

Effective change requires moving away from a top-down approach and embracing high involvement.

“Leaders must engage those impacted by the change,” says Hoekstra. “Ask questions like: ‘What’s working?’ and ‘What’s getting in the way?’ Not only does this broaden perspectives, but it also builds consensus and advocacy for the change.”

Hoekstra highlights the adage, “Those who plan the battle rarely battle the plan.” When people participate in creating the solution, they are more likely to support it. On the other hand, when leaders dictate change without involvement, skepticism often arises.

Managing the Stages of Concern

Blanchard’s Leading People Through Change® program outlines five predictable stages of concern individuals experience during change, based on research by Susan Loucks-Horsley:

1. Information Concerns – People ask for clarity about the change itself.

2. Personal Concerns – They want to understand how the change will affect them personally.

3. Implementation Concerns – Questions arise about logistics, resources, and support.

4. Impact Concerns – Once the change is implemented, people seek evidence that it’s effective.

5. Refinement Concerns – The focus shifts to continuous improvement and ongoing results.

“These concerns aren’t resistance,” explains Hoekstra. “They’re natural questions that leaders need to address with curiosity, trust, and empathy.”

Leading Change with Empathy

Hoekstra underscores the importance of empathy, curiosity, and trust in navigating concerns and building momentum for change.

“Ask questions, listen, and involve people as active participants—not spectators. Many employees are used to experiencing change as something ‘done to them.’ Instead, invite them onto the field to contribute and add value.”

By fostering collaboration and addressing concerns, leaders can move past potential roadblocks and create a culture where people are excited to participate in change.

Yogesh

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