Building Change Competency: The Human Element Behind Organizational Transformation

Change is hard. We know this intuitively, but nowhere does this truth become more evident than when we try to move an entire organization in a new direction. Despite the best-laid plans and expertly crafted strategies, organizational change initiatives often fall short, and the reasons behind these failures aren't always about flawed policies or ill-timed market conditions. Often, it all comes down to the individuals within the organization—to their capacity for managing change, or what we'll call Change Competency.

The Problem: Resistance to Change at the Individual Level

Change is as much an emotional experience as it is a practical challenge. At its core, change disrupts the status quo, the way people have always done things, and the comfortable rhythms of the workplace. The problem? People resist change because, quite frankly, our brains are wired to favor consistency over the unknown. Organizational changes—no matter how strategic—can trigger fear, uncertainty, and even personal discomfort.

From my years as an executive leadership coach, working with leaders of F100 companies to nonprofit champions, I’ve seen it firsthand: Change Competency starts with leadership of self. Before individuals can rally behind new systems, processes, or structures, they need to navigate their own responses to change, addressing the obstacles in their thinking that limit them from seeing what’s truly possible.

Research supports the idea that individuals often resist change due to emotional and psychological factors. According to Oreg et al. (2011), individuals' predispositions towards change are influenced by personality traits, past experiences, and perceived threats to their status or comfort (Read the study).

The Opportunity: Unlocking the Power of Change Competency

The good news is that Change Competency can be cultivated—not just at the individual level, but across entire teams. When we help individuals develop the capacity to understand, embrace, and thrive through change, we unlock a profound opportunity: a workforce that doesn’t just tolerate change, but leverages it for personal growth and organizational success.

For me, a cold plunge in Lake Michigan, especially during the winter, represents both a physical and mental challenge—the kind that forces me to face discomfort head-on. It’s a small-scale version of what I coach leaders to do: to take that first step into the unknown, to acclimate to discomfort, and, ultimately, to grow.

A study by Smith and Lewis (2019) highlights that embracing paradoxes and uncertainties in change can lead to better individual and organizational outcomes. Leaders who acknowledge the discomfort of change and help their teams adapt are better positioned to succeed (Read the study).

The Solution: Building Change Competency in Teams

How do we build this competency? The answer lies in a structured approach that starts with developing individual leadership and extends to cultivating a collective culture that champions change.

1. Start with Self-Awareness
Building Change Competency begins with understanding our own triggers and resistance to change. Leadership of self is foundational to this process. This means embracing practices like reflective journaling, mindfulness, and actively questioning long-held assumptions. It’s akin to Brazilian Jiu Jitsu—you’re not just sparring with your opponent; you’re constantly learning and adapting to your own weaknesses and strengths.

2. Foster Resilience Through Action
Next comes resilience—and resilience is built through action. Encouraging leaders and teams to step outside their comfort zones, repeatedly, is critical. The first time I made pasta from scratch in Italy, I failed—badly. It was a humbling experience, but I learned that failure is the gateway to growth. Organizations need to foster this attitude: taking action, learning from it, and iterating along the way.

Research conducted by Dweck (2006) underscores the importance of a growth mindset when navigating change. Individuals and teams that view challenges as opportunities for growth are more resilient and adaptable to change (Read more about growth mindset).

3. Develop a Framework for Change
The approach we developed, ActiveBlueprint™, helps individuals and organizations embed change into their very DNA. ActiveBlueprint™ draws from marketing best practices—communicate clearly, anticipate resistance, celebrate wins—combined with people and process development. The idea is to make change less reactive and more proactive, cultivating a Change Competency that becomes second nature.

4. Encourage Collective Leadership
Lastly, building Change Competency isn’t just about individuals excelling in isolation—it’s about the team thriving together. The best teams, like the archers hitting a bullseye or the synchronized flow of a yoga practice, are those who understand that their collective strength is built on individual commitment and flexibility.

The Takeaway: Transformation Begins Within

Organizations change when people change—and Change Competency is the key that opens the door to transformation. It’s not about creating an elaborate strategy or buying the latest change management consulting service; it’s about understanding that the journey begins within each individual, with each moment of discomfort faced and each step into the unknown taken.

To lead others through change, we must first lead ourselves—embracing our fears, taking action despite discomfort, and growing from every experience. When we help our people unlock their extraordinary potential, we don’t just manage change—we lead it.

"The impediment to action advances action. What stands in the way becomes the way." – Marcus Aurelius

Are you ready to help your team develop Change Competency? Let’s take the plunge together. Reach out to explore how transformative leadership coaching can help your organization not just manage change, but thrive in it.

References

1. Oreg, S., Vakola, M., & Armenakis, A. A. (2011). Change recipients' reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461-524. Read the study

2. Smith, W. K., & Lewis, M. W. (2019). Leadership for Paradox: Leading Amid Competing Demands. Administrative Science Quarterly, 64(4), 772-800. Read the study

3. Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House. Read more about growth mindset