Your company announces a major reorg. The new org chart is published. The project plan is set. The “change” is officially managed.
So why does everything feel so chaotic and unproductive?
It’s because you’ve managed the change, but you haven’t led the transition. And they are two completely different things.
Change vs. Transition: It’s Not Just Semantics
In his classic work, author William Bridges drew a powerful distinction that every leader needs to understand:
- Change is the “What.” It’s the external event. A new software system, a merger, a new team structure. It’s the logistics you can map out on a timeline.
- Transition is the “How.” It’s the internal, human journey. It’s the messy, psychological, and emotional process people go through to let go of the old way and adapt to the new one.
The problem? We see leaders pour all their energy into managing the “what” while completely ignoring the “how.”
The Trap of the Perfect Org Chart
Leaders often want to jump straight to the tangible parts of a change—the new reporting lines, the updated processes, the project plan. It feels concrete. It feels like progress.
But I’ve seen perfect-on-paper org charts crash and burn, while seemingly confusing ones have thrived. Why? Because a structure only works if the people inside it believe in it. Success comes when you lead people through their personal transitions, not just manage the external changes.
To do that, you have to acknowledge the rollercoaster of emotions your team is on—confusion, fear, and maybe even excitement—and guide them through it.
Your Playbook for Leading the Transition
To get this right, you have to shift from being a project manager to being a guide. Here’s how to start:
1. Start with the “Why,” Not Just the “What” Instead of just presenting the final solution, invite your team into the problem. Give them the time and space to deeply understand why the change is necessary. When people grasp the purpose behind the plan, they are far more likely to get on board.
2. Embrace the Messy Middle Change is uncomfortable. People will feel anxious, frustrated, or uncertain. Your job isn’t to shut those feelings down; it’s to create a safe space to talk about them. Engage your team in honest discussions about the challenges and potential opportunities. Acknowledging the difficulty builds trust.
3. Provide a Roadmap (Even a Rough One) In the chaos of transition, people crave structure. Create a clear process for moving forward, even if you don’t have all the answers. Schedule regular check-ins, create forums for discussion, and define milestones. This gives people something to hold onto when everything feels uncertain.
4. Give People Time to Catch Up Transition happens at a human pace, not a project plan pace. Be patient. You can’t rush self-discovery. Let the process unfold and give people the space they need to ask questions, voice concerns, and eventually find their own enthusiasm for the new way forward.
Managing the logistics of change is important, but it’s just table stakes. Real success comes from leading people through their personal transitions. When you engage your team in the process and give them the time and support to navigate the human side of change, you don’t just get compliance—you get commitment.