Effective change needs leaders on center stage

How strong is the change narrative?
In order to manage a change process actively and in a people-oriented way, the supervisory board or management will first and foremost need to have a strong change narrative. Take, for example, a merger between two companies or the merging of two brands. It is not enough to tell employees that you want to achieve higher quality, operate more internationally, or gain a larger market share. Employees want to understand why this change adds value.
You need to be able to explain why these two companies or brands are a good fit, how you envision the integration or collaboration, and what it could mean for employees' roles or activities. They would want to know what is in it for them. After all, such an integration also brings together two different cultures. Without addressing the tensions or problems that cultural differences can create, the two brands or companies will remain separate camps that will never operate in unison. The goals that were set in advance will then not be achieved.
In practice, we often see that the rationale behind a transition has not been sufficiently substantiated by management in the early stages and that insufficient attention has been paid to the experience and motivation of employees. This creates the risk that employees will not understand why the process is necessary, what they need to do differently, and how. This in turn provokes resistance and cynicism. The lack of a strong narrative can also expose an underlying problem in the boardroom. Does that compelling narrative even exist? Has sufficient diligence gone into identifying a merger partner? Is there substantive synergy, or is it purely about increasing market share or profit? Do the board truly consider it important to involve employees in the process, or is there a sentiment that enough has already been discussed and that it is now time for execution?

How willing is the organization to change?
Every change process should begin with an analysis of the willingness of the organization to change, as this too is a key factor in the ultimate success, and speed, of the process. It is important to make the willingness to change measurable. In an assessment beforehand, using surveys, interviews, or group sessions, employees can be asked questions such as: Do you understand the purpose of this change? Is it clear what is expected of you? What will you need to participate successfully?
The clearer the organization's position is beforehand, the more targeted the right preconditions can be created, and the more effective interventions can be implemented. Consider the right change approach, communication approach, the pace of change, and the necessary practical support. The management must also examine its own willingness to change. Leaders often say, ‘the people do not want to.’ But do they pause to ask themselves if they themselves do things differently? Successful change does not require more persuasion towards the shop floor, but more self-reflection at the top. To what extent, for example, are the supervisory board or management themselves willing to demonstrate the ‘different behavior’ they expect from their employees?

Set a good example
The role of leaders as catalysts for change should not be underestimated. Employees look at the visible behavior of management far more than at any plans or projects. An organization cannot introduce agile working, only for management to continue to operate according to traditional methods. It undermines credibility when employees are encouraged to attend information sessions and cultural workshops during the transformation process, while leaders do not care to show up. This sends a clear message that the change is intended only for the shop floor, and not for the top.
A further example of inconsistency is to emphasize the importance of open communication and transparency as part of a change process, but to then communicate with vague emails or come to decisions without clear explanations. This sends the message that transparency is expected from only one side. Successfully managing change requires a new type of leader who not only has the right roles and experience on a CV, but who can also get the organization on board with change. This means that leaders must also be selected for their ability to inspire and connect, for their empathy, and their own potential for change.

Stay involved
To ensure sustainable change in behavior, culture, and systems, leaders must not only facilitate the process but also continue to play an active role in it. Practice shows that a long-term focus and embedding the change are essential for successful transformation. Actively investing in involving, guiding, and motivating people within an organization during a change presents an opportunity for leadership success.
However, we often see that, after setting the strategic course, managers steer the transformation only in broad terms - ensuring goals are achieved on time and within budget - but then get busy with new strategic initiatives, activities, and priorities. From their perspective, they have thoroughly discussed and organized everything, and it is now up to the rest of the organization to take action. They have other things to do.
Given all the internal and external pressure on their agendas, this attitude is in some measure understandable, but it is also precisely where things go wrong. Of course, management has a more active role in the operational management of change, but the board cannot remain behind the scenes; they are, after all, the architects and the face of the change.
Even though it takes time and energy, change is much more sustainable if the board continues to play an active role during this phase, radiating confidence in the process. In that sense, successful change is ultimately a choice made by the board and management. Do not take a distance from the actual transition and keep on showing that strategic change is not an instruction from the top to ‘the organization,’ but a joint movement. Dare to openly and transparently address undercurrents, ingrained patterns, or uncomfortable truths. Do not see pain points or resistance as criticism of the course or leadership but use them to increase the chance of success through dialogue. Be mindful and understanding of the phases employees are going through and celebrate successes along the way.

Take center stage
Without the involvement and ownership of leaders, even the best-developed strategy will not come to life. Real, sustainable change requires cooperation between all levels. It requires leaders who not only dictate, but also listen, reflect, and adapt. Do not lead from behind the scenes but seize the opportunity for an active and engaged role from center stage.

Essay by Eva den Hartog, people & change partner at Boer & Croon. Published in Management Scope 08 2025.