Spring is upon us and with it, a season of transformation and growth. It seems only fitting then that many of my recent conversations with international business leaders have centered around how we can navigate organizational change in our professional lives. During our discussions, I have made note that often companies invest heavily in change management methodologies, but rarely talk about the human element of emotions in transformation, nor address the ingrained patterns and belief systems built over time that take considerable effort to dismantle. I’m excited to share more about this rich topic with you all this month.

Recently, I read that 70% of change and transformation efforts fail. But what's rarely discussed is why. Change management strategies can be derailed due to poor planning or inadequate resources, but also because of what remains unspoken where one avoids the topic of addressing behavioral change.

A few weeks ago, I was listening to the podcast Ignore the Cynics, Win the Skeptics with Cassandra Worthy where Worthy shared invaluable information about change initiatives. Specifically, she notes that "Our potential as human beings is determined by what happens at the intersection of change and emotions." and "Emotions have never had their rightful place at the change management table." These statements resonated deeply with me and the work that I’ve been doing with leaders. Most organizations love to share how they have a human-centered culture, but they often treat emotions like unwanted guests. Emotions rarely have a seat at the change management table. Teams create detailed project plans, establish metrics, and track data—but don’t include space for the emotional commitment required to truly transform. By avoiding the underlying emotions, even the most brilliantly planned change initiatives will falter.

When facing significant change, we often experience what Worthy describes as "signal emotions"—those uncomfortable feelings of frustration, anxiety, or uncertainty that arise when our world shifts. Rather than pushing these emotions away, what if we welcomed them as valuable guides—messengers pointing us toward growth?

During a recent coaching session with a business leader in guiding global transformation, the executive confided, "I feel no agency here. The company is restructuring, and there's industry disruption everywhere. Change is happening to me, not for me." When we dug deeper, he realized he was stuck in what I call "victim consciousness." He was experiencing change as something happening TO him rather than FOR him. It’s this subtle shift that makes all the difference.

During our sessions, I often introduce my clients to a coaching tool called the Drama Triangle to help them recognize emotional patterns. When we're at the bottom of the triangle, we're in reaction mode and feel change is happening to us. We've created an explanation for why change won't work (which, ironically, feels safer than facing uncertainty) and say things to ourselves like "I already know this won't succeed." This limits our agency and closes us off to possibilities. Instead, we can shift to the top of the triangle, asking ourselves what we want to create. This isn't about denying difficulties but recognizing that even amid organizational transformation, change happens for you, not to you. You always have agency, even when circumstances feel imposed from above.

This is exactly where our work begins – not with offering quick fixes, but with addressing the unspoken emotional element. As we explored further, he realized he was comfortable staying in operational responsibilities because it felt certain, rather than embracing the emotional courage required for strategic visioning and leadership.

One pattern I've noticed repeatedly is what I call an "addiction to certainty." We crave the comfort of knowing exactly what's coming next. We'd rather stick with what's familiar, even if it’s not working for us, than step into the wild unknown. But meaningful transformation is what happens when we face the uncomfortable truth and step into that messy, uncertain space where we don't have all the answers. Instead of emphasizing solutions, project management, and data tracking, we can focus on the emotional commitment required. Supporting growth isn't just about time management or new skills, it's about developing the emotional courage to step away from what feels comfortable and occupy a new, unfamiliar space.

Here are some insights from recent coaching sessions on how we can approach organizational transformation differently:

Name the unspoken: The patterns and beliefs that sabotage change take time to dismantle. Create space for honest conversations about what really prevents meaningful transformation.
Where are you stuck in reaction mode: Are you creating explanations for why change won't work, or are you creating possibilities? This shift from being "at effect" to being "at cause" is subtle but powerful.
Find the intersection of change and emotion: The potential for growth exists precisely where change meets emotion – when we develop the courage to be vulnerable in uncertainty.
Balance operational with strategic: Many leaders stay comfortable in operational roles rather than developing the emotional courage for strategic vision. How might you create space for both?
Move from rescuer to coach: If you find yourself always helping others, consider whether you're preventing them from developing their own emotional courage and commitment.

Ultimately, one has to have the emotional courage to stand in the unknown, to acknowledge discomfort without being defined by it, and to create possibility even amid uncertainty. That's the heart of transformation – not just surviving change, but finding ways to grow through it.

Now I'd love to hear from you. Where are you experiencing change in your professional life, and how might you approach it with greater emotional courage? What might become possible if you viewed change not as something happening to you, but for you?

Growth is an emotional journey. As we navigate the complexities of organizational transformation together, I'm here to support you through:

One-on-one coaching for personalized guidance through your unique leadership challenges
Group coaching to foster collective wisdom and shared experiences among leaders facing similar transformations
Leadership development program design to cultivate leaders who can evolve and reinvent themselves while also helping their organizations thrive

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