Organisational change is constant in public sector environments—from restructures and new leadership to policy shifts and digital transformation. Yet even necessary change can face resistance.
Many managers feel ill-equipped to lead change, particularly when they haven’t been given the tools or training to do so. It can feel overwhelming to maintain clarity, motivation and engagement when navigating uncertainty yourself. But when leaders approach change with empathy, confidence, and a strengths-based mindset, they’re more likely to bring their team with them.
This blog explores how to lead change effectively, using practical strategies to build trust, reduce resistance, and create shared ownership of the journey ahead.
Even when change is necessary or strategic, it can stall when teams feel:
Out of control – leading to anxiety, frustration or withdrawal.
Disconnected from leadership – breeding mistrust or speculation.
Exhausted by repeated initiatives – resulting in “change fatigue” or apathy.
Often, what’s missing is clear, human communication. Teams don’t just need information—they need to understand how the change affects them, what’s expected, and how they’ll be supported.
🔹 Further Reading: Developing Trust and Collaboration in Teams
If people don’t understand the purpose behind the change, they’re less likely to engage with it. Make the case relevant and meaningful:
Explain what’s driving the change—whether it’s external pressures, improved ways of working, or better outcomes for communities.
Paint a picture of success that people can connect with.
Link the change to your organisation’s values and the team’s own purpose.
In uncertain times, inconsistency erodes trust. Leaders who show up regularly and communicate honestly help teams stay grounded:
Share updates often, even if the message is “we’re still figuring it out.”
Communicate as a leadership team—mixed messages from different managers create confusion.
Model the behaviour and mindset you want to see in others.
People are more likely to embrace change when they feel part of it:
Use team workshops to explore current strengths and ideas for the future.
Ask for input early—what are people worried about? What opportunities do they see?
Show how feedback is shaping the approach, even if not every idea can be taken forward.
Start from a place of strength. Remind the team of what they do well and how those strengths will help them navigate what’s ahead:
Reflect on past successes and how they were achieved.
Reconnect the team with their shared values and purpose.
Use this as a foundation for optimism and confidence.
Not everyone reacts to change the same way—but everyone has something valuable to offer:
Ask team members what strengths they want to bring to the process.
Use communicators to help cascade information and support peers.
Involve big-picture thinkers, planners or problem-solvers in shaping solutions.
Change can feel disorientating. Positive reinforcement helps maintain morale:
Highlight small wins and celebrate examples of adaptability.
Encourage peer recognition—public shout-outs or quick reflections.
Use regular check-ins to keep strengths visible and part of the conversation.
🔹 Example: A university digital transformation team maintained morale by aligning responsibilities with individual strengths and embedding reflection in weekly meetings.
Resistance is rarely about being “difficult”—it often stems from uncertainty, overwhelm or lack of trust:
Create spaces where people can voice concerns safely.
Use short pulse surveys or informal team conversations to gather insight.
Acknowledge how people are feeling, even if you can’t change every aspect.
Within every team there are informal influencers—people others look to for cues:
Involve them early and ask for their input.
Invite them to help test or pilot new ways of working.
Give them the tools and information to answer questions from peers confidently.
Momentum matters. If people see that change is working, they’re more likely to get behind it:
Highlight early improvements—whether in performance, morale or collaboration.
Be clear about what’s changing, what’s staying the same, and when.
Don’t wait for perfection—communicate progress as it happens.
It’s easy to move on quickly after a change initiative, but celebration cements the new culture:
Reflect on what the team has achieved, individually and collectively.
Recognise behaviours that align with the new direction.
Tell stories that connect change to strengths, values and growth.
Sustainable change isn’t about a one-off event—it’s about daily behaviours:
Revisit the change regularly in 1:1s and team meetings.
Align performance goals and development conversations with the new approach.
Continue investing in learning that supports the culture you want to sustain.
🔹 Explore: Strengthify’s Strengths-Based Management Development Programme and Team Workshops.
Managers don’t need to have all the answers—but they do need to lead with intention. Leading through change takes empathy, structure and belief in your team’s potential. It also requires support—for managers as much as for staff.
When leaders focus on strengths, involve their teams, and create a sense of shared purpose, change becomes something people feel part of—not something done to them.
💡 Want to lead change more confidently? Explore Strengthify’s suite of services to equip yourself and your team for lasting impact.