Let’s talk about change initiatives. You’re likely in the middle of one right now—a technology rollout, a reorg, a “new way of working.” We label it, build a timeline, hold a few town halls, maybe even bring in a consultant with a colorful 5-step model. We grit our teeth and grind through it.
That’s change management.
But the more I speak with CEOs the clearer it becomes: change management is dying. It’s built for handling one shift at a time. In today’s world, change doesn’t arrive in neat, manageable doses. It’s constant. And we can’t keep starting from scratch every time something new hits.
What we need is change leadership.
Change leadership is not about task execution—it’s about how we think. But most organizations are still using yesterday’s tools to solve yesterday’s problems.
Our Chief Product Officer, Brian Lee, tells a story that sums it up: change management is about overcoming Skill, Will, and Hill.
- Skill is knowledge. “I don’t know how.” In a digital transformation, this might mean understanding the tech stack. In a merger, it’s learning new systems or products.
- Will is emotion. “I don’t want to.” Resistance, skepticism, burnout—they live here.
- Hill is environment. “I want to. I know how. But it’s still too hard.” The culture, the red tape, the habits—these create friction that slows everything down.
Traditional change management tackles one hill at a time—maybe a CRM rollout or a new workflow. But what happens when, the very next day, a restructure is announced? Or a new CEO? Or a pivot to AI?
If you treat change like a project to be completed, you’re stuck in what we call the Action Trap: chasing one rollout, one milestone at a time, then starting over again at square one with the next disruption.
Change leadership is about building capacity—not to manage this change, but to lead through change, always. It’s about thriving in the unknown, not just surviving the next shift.
The organizations that do this well focus on three things:
- Clarity: People can’t adapt to what they don’t understand. That means clearly defining why a change mindset matters, what success looks like, and what beliefs are essential—not corporate jargon, but shared cultural beliefs that drive behavior.
- Alignment: Values don’t stick just because you post them on the intranet. People align when their lived experiences reinforce the beliefs you’re promoting. That comes through recognition, feedback, and storytelling. When people believe in the change, you stop fighting uphill battles.
- Accountability: Real change requires ownership—”I own the outcome, not just the task.” Leaders must also be accountable, not blaming “resistance” but addressing the systems, policies, and mindsets that stand in the way.
With clarity, alignment, and accountability you move through changes with purpose and power.
The era of managing one change at a time is over. Change is no longer a phase. It’s the constant backdrop of every company, career, and industry.
You can’t project-manage your way through it.
Change management is dead.
Long live change leadership.
Elsewhere In Culture
The gender divide highlighted in this poll is not just about politics. It is about identity. Across every generation, when people feel uncertain or threatened, they hold tighter to their beliefs. Not because they are being stubborn, but because those beliefs feel like part of who they are. When fear sets in, it is not about debating an issue. It is about protecting yourself. The split between young men and women is not about one side being right or wrong. It is about how people react when the ground under them keeps shifting.
This is the real work of leadership. You cannot force change with facts alone. You have to create the conditions where people feel safe enough to let go of old ideas. Culture is not just about employee engagement or workplace perks. It is the system that either unlocks growth or shuts it down. If you want people to embrace change, you have to meet them where they are. Fear will not move them forward. Trust will.
https://www.ft.com/content/ab7b1169-91ea-41ee-bc82-cd6d8e352676
This Financial Times article gets right to the heart of a leadership crisis that too many companies are still ignoring. Fear-based management is not just outdated. It is actively destroying trust, innovation, and performance. Leaders who think intimidation drives results are playing a short-term game at the expense of long-term success. Culture is not a side project. It is the system that either accelerates performance or suffocates it. If employees do not feel safe, they will not take risks, they will not speak up, and they will not stay.
The article also points to something leaders often overlook: toxic behavior is not inevitable. It can be changed with self-awareness, coaching, and a commitment to growth. Leadership is not just about hitting targets. It is about how you get there. Empathy and emotional intelligence are not “nice to haves.” They are business imperatives. Companies that invest in real leadership development will not just see better cultures. They will see better results.
What does it really mean to see someone at work?
This week’s episode of Culture Leaders is one I will be thinking about for a long time.
I sat down with Kelli Valade, CEO of Denny’s, whose story is a masterclass in leadership rooted in service, authenticity, and resilience. Kelli started her restaurant career at 16 years old and never left the industry, ultimately leading one of America’s most iconic brands.
We talked about the power of being seen and the responsibility of seeing others. She shared a remarkable story of discovery that began with a 23andMe test from her team and led to meeting her birth parents. We explored mental health, Generation Z, scaling culture across thousands of restaurants, and how leadership rooted in service builds brands that last.
Kelli’s belief that leadership is about creating real connection and not just titles or results will stay with me for a long time.
If you lead people or aspire to, this conversation is a must-listen.