Building Bridges and Removing Barriers: A Leader’s Role in Facilitating Change

March 27, 2025 In Other No Comments

Written by Michael Huff on 3/27/2025

Do you love change? While some thrive on change, for others, the thought of change generates feelings of anxiety and fear, causing them to resist. Ronald Heifetz and Marty Linsky effectively highlight why in their book, Leadership on the Line, stating, “People don’t resist change, they resist loss.” Simon Sinek adds that it’s a sudden change people fear and resist, not the change itself. A leader’s actions and attitudes significantly influence how well their team navigates change.

This article will explore frontline leaders’ critical role in managing change effectively. Specifically, we’ll address why transparency, timing, and leadership behaviors influence employee acceptance of change.

Understanding Employee Responses to Change

It’s natural for people to resist change, primarily when it’s been handled poorly in the past or when the change lacks transparency. Additionally, not all change is good news.

Two critical frameworks illustrate how individuals typically respond to change:

1. Kubler-Ross Change Curve

If you’ve ever lost someone, been laid off at a job, or failed to get a promotion, you’ve gone through the Kubler-Ross Change Curve (Figure 1). Developed initially to understand the grief process, it has since been adapted to understand reactions to change. It begins with shock, denial, anger, and depression, eventually leading toward acceptance and integration as individuals process and adjust. Employees need both time and understanding to process the change and move through these stages. It’s not just about loss or the unknown. In her TED Talk, Taylor Harrell highlights, “People are more open to change when they know what will stay the same.” Leaders who communicate effectively and create a case for change can accelerate movement along the curve.

Figure 1

2. Innovation-Adoption Curve

This Innovation-Adoption Curve (Figure 2) categorizes employees based on their readiness to adopt innovations, ranging from proactive innovators to hesitant laggards. The video, First Follower: Leadership Lessons from Dancing Guy, humorously illustrates what gaining buy-in looks like. A leader needs people to buy into the change, especially influential leaders within the team. As more people buy in and successfully embrace the change, their attitudes change from what’s in it for them to how we make the change successful.

Figure 2

Avoid saying phrases such as, “This change will be good for you” or “You just need to accept it.” Instead, create a case for change, allow employees time to process, and actively listen and ask questions to help them understand what will be different and what will be the same.

The Leader’s Role in Facilitating Change

Frontline leaders occupy a uniquely challenging position during times of change. They’re often caught between senior leadership’s decisions and frontline employees’ emotional reactions. A lack of transparency or information during times of change erodes workplace trust and creates fertile ground for rumors.

Early in my career, when I was a frontline supervisor, we were informed that some change was coming. That was it. We spent the next eight months in uncertainty, waiting for details. Eventually, our entire team was brought into a conference room, handed manila envelopes, and informed that our jobs had been eliminated as part of a supply chain transformation.

Our team went from 30 employees down to 16. Although the company was generous with severance packages, and most of us who wanted to stay found positions, the experience left a lasting impression—transparency matters. When my new leader asked for feedback, I didn’t hesitate to share that the lack of upfront communication had created anxiety, distrust, and confusion that could have been avoided.

Experiences like mine highlight the critical need for transparency in managing change. Here are strategies leaders can implement to facilitate successful transitions:

  • Create a Case for Change: Explaining the “why” and the benefits behind the change helps gain buy-in and diminish uncertainties. Sharing the case for change with employees is an excellent opportunity to get feedback and actively listen to concerns. When employees feel they are being heard and valued, their opinion of the change will shift from being impacted by the change to being someone who is responsible for making the change successful.
  • Provide Processing Time: Implementing change too quickly often escalates resistance. This isn’t always possible, but if you can, give your team ample time to process, internalize, and prepare for the impending change. Employees will move further along the Kubler-Ross Change Curve, which reduces emotional reactions such as shock and denial.
  • Model Adaptability: Employees observe leadership closely during transitions. Leaders demonstrating adaptability and flexibility set a powerful example, promoting similar attitudes throughout the team. There’s a good chance the leader is also going through the change and processing what it means for them, their families, and their future. During these times, be vulnerable, share past experiences, and as much as you can, lead with authenticity and optimism.
  • Future State Vision: Ambiguity around new roles or expectations can heighten employee anxiety. Clear, transparent communication about expectations and the desired outcomes of change mitigates uncertainty and fosters employee reassurance.
  • Support Skill and Knowledge Development: Investing in training and providing necessary resources equips your team with the skills required to navigate new challenges confidently. Building competencies reduces resistance and enhances openness to change.
  • Recognize and Reward Progress: Acknowledging even minor milestones creates a positive reinforcement loop. Recognizing progress motivates employees and maintains momentum through challenging periods of transition.
  • Remove Barriers: Proactively identifying and eliminating obstacles demonstrates genuine leadership support. Clear pathways encourage team members to experiment and rapidly adopt new practices and ideas.

Ed Egan, Founder and Lead Trainer at Double E Workplace Solutions, shares a story from his operator days during our multi-day Leadership Fundamentals Training events. His team routinely received little notice regarding shift changes, leaving them frustrated and scrambling to adapt. This created conflict and a lack of trust between leadership and the operators.

When a new leader came in, they chose to take a different approach. Ed and his team were informed about the upcoming shift change, and they were given eight weeks to prepare. The team was still surprised, but in a different way. This approach conveyed respect and ultimately allowed them to process the change without having to experience it all at once.

Leaders who actively build bridges through clear communication, empathy, and support will find their teams better prepared and less resistant to necessary transformations. A proactive and compassionate approach can make all the difference between a team that struggles against the current of change and one that is psychologically safe and embraces new possibilities.

How Leadership Transforms Resistance to Change into Readiness

Effective leadership isn’t just about managing change; it’s about equipping leaders to navigate it confidently. Frontline leaders set the tone for how teams respond to uncertainty. With the proper training, they can turn hesitation into commitment and resistance into progress.

At Double E Workplace Solutions, we help leaders build trust and drive change. Here are some of our leadership development programs:

Invest in your frontline leaders today. Contact Double E Workplace Solutions to learn how we can help your team lead through change with confidence.