There’s a common myth that people resist change. The truth is, people change all the time: they move across the country, start families, end relationships or shift careers. What people actually resist isn’t change itself, but the conflict, uncertainty and difficult emotions that certain kinds of change bring.
For leaders, managing change is a constant. Yet not all change looks the same. Some changes feel like breakthroughs, others like setbacks. Sometimes you see them coming, and sometimes they arrive without warning. The real leadership test isn’t whether change happens as it always does, but how you navigate through change.
When you map change on two axes, wanted vs. unwanted, expected vs. unexpected, you get the four quadrants of change. Each quadrant comes with its own leadership trap, but also an opportunity. The key is learning how to shift the conversation so that disruption becomes a pathway to growth.
Quadrant 1: Wanted but unexpected
Examples of wanted but unexpected change include increased funding, competitor exits and new opportunities.
A mid-sized retailer received additional funding from an investor eager to expand their footprint. Excitement spiked, but leaders rushed into decisions, nearly overcommitting resources. The CFO reframed the conversation: “This is a gift. Let’s pause and decide where this investment will make the biggest impact without diluting our focus.”
Leadership trap: Overexcitement and rash decisions.
Transformative conversation: Ask, “How do we maximize this without losing focus?”
Even positive change requires discipline and good boundaries to protect long-term success.
Quadrant 2: Wanted and expected
Some examples of wanted and expected change include promotions, product launches and growth initiatives. Even during wanted and expected change, conflicts and misalignment can come to the surface.
A tech company was preparing to launch a new platform. Excitement ran high, so leaders assumed enthusiasm would equal flawless execution. Within weeks, deadlines slipped as teams argued over priorities. Instead of getting derailed by conflict, the COO stepped in with a transformative conversation: “I love the energy. Now let’s get clear about our priorities, decide who owns what and align around what success looks like.”
- Leadership trap: Assuming enthusiasm equals execution.
- Transformative conversation: Ask, “What will it take to sustain momentum when challenges hit?”
In Quadrant 2, when excitement subsides, so does momentum. The key is constant realignment.
Quadrant 3: Unwanted and unexpected
The most feared change is in the quadrant of unwanted and unexpected, the blindside, layoffs, crises, supply chain failures, cybersecurity issues and worldwide pandemics.
A manufacturer experienced a sudden supply chain collapse when a key partner shut down overnight. Leaders panicked, and rumors spread quickly, creating fear among employees. The COO grounded the team by saying, “Here’s what we know, here’s what we don’t know and here’s how we’ll keep communicating.” By regulating her own emotions, she modeled calm and transparency. Instead of chaos, employees rallied with creative solutions, seeing opportunities to improve efficiency.
- Leadership trap: Emotional hijack. Leaders panic or spread fear.
- Transformative conversation: Move from “Why us?” to “Here’s how we’ll respond with courage and clarity.”
Conflict spikes during times of instability, but can become a catalyst for inner growth with an opportunity to model the behavior expected from the team.
Quadrant 4: Unwanted but expected
Unwanted but expected changes include audits, budget cuts and seasonal downturns. For example, a regional health care organization faced a 5% budget cut due to rising operational costs. Leaders knew it was coming, so it was expected. Leaders initially went negative with their communication: “We just have to tighten our belts again.” Morale sank, and complaining commenced. The turning point came when the CEO reframed the conversation. Instead of treating the cut as punishment, she convened a meeting and said:
“This is our chance to sharpen our focus. Let’s use this as an opportunity to eliminate what isn’t essential, so we can strengthen what matters most to our patients and our people.”
What began as an unwanted but expected change became an exercise in discipline and innovation.
- Leadership trap: Resisting the current reality.
- Transformative conversation: Shift from “We have to do this” to “Here’s how this sharpens our focus and prepares us for the future.”
Opportunity for leadership growth shows up in every quadrant of change, and each quadrant requires a transformative conversation: reframing resistance, anchoring clarity and aligning energy. Growth doesn’t come from avoiding change, but from leading change with courage and focus.
Opinions expressed by SmartBrief contributors are their own.
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