Let's be honest here... most business owners I talk to are scared of change. And I get it. You've built something that's working, revenue is coming in, and the thought of messing with that formula feels risky.
But here's what I've learned after years of helping businesses navigate growth: the companies that thrive aren't the ones that avoid change, they're the ones that get really good at managing it.
Before you jump into any major changes, you need to take a hard look at where you really are. I've seen too many business owners rush into transformations without doing this basic homework first.
Start by having honest conversations with your key people. How did past changes go in your company? If you tried implementing new systems or processes before, what worked and what didn't? These conversations will tell you a lot about the hidden obstacles you might face.
Here's something most people don't think about: do your senior team and frontline employees actually agree on what's important? I mean really agree, not just nod along in meetings. If there's a disconnect between what leadership thinks matters and what employees are focused on, your change efforts are going to hit a wall fast.
Your company culture matters way more than you might think. If the changes you're planning align with what your team already believes about your company's purpose, you're in good shape. If not... well, that's where things get messy.
Forget the complicated business school theories for a minute. After working with dozens of growing businesses, I've seen three approaches that consistently deliver results:
The Step-by-Step Method (Kotter's 8-Step Process)
This one's great if you're making big strategic changes. It breaks everything down into manageable pieces: create urgency, build your leadership team, get everyone on board with the vision, find your champions, remove roadblocks, celebrate quick wins, keep momentum going, and make it stick.
I like this approach because it doesn't let you skip the uncomfortable parts: like actually building urgency or dealing with obstacles head-on.
The Simple Three-Phase Approach (Lewin's Model)
Sometimes simpler is better. This model has three stages: unfreeze (show why things need to change), change (do the actual work), and refreeze (make it the new normal).
This works really well when you have a clear, specific change to make. Maybe you're switching software systems or changing how your team handles customer service. It's straightforward, but don't let that fool you: each phase requires real work.
The Individual Focus Method (ADKAR Model)
This one focuses on what each person needs to go through during change. They need to understand why it's happening (awareness), actually want to participate (desire), know how to do their part (knowledge), be able to apply it day-to-day (ability), and have support to keep doing it (reinforcement).
I use this a lot because it reminds you that change happens one person at a time.
Here's where most business owners mess up: they think change management is just about having good systems. Systems matter, but it's really about people.
Communication That Builds Trust
You can't over-communicate during change. Share why you're making changes, what the benefits will be, and be transparent about the challenges. Set up regular check-ins, Q&A sessions, and create space for people to voice concerns.
I've found that most resistance comes from uncertainty, not actual opposition to improvement.
Get People Involved in Creating Solutions
Instead of announcing changes from the top down, involve the people who'll be affected in figuring out how to make it work. When someone helps create a solution, they're invested in making it succeed.
Map out everyone who'll be impacted: not just your direct reports, but people across different levels and departments. Figure out who your natural supporters are and who might resist. Then you can approach each group differently.
Roll Things Out in Phases
Don't try to change everything at once. Break it into stages. This gives you time to train people properly, make adjustments when something isn't working, and build momentum with early wins.
Quick wins are huge for maintaining morale and proving that the change is worth the effort.
Training That Actually Sticks
One training session doesn't work. People learn differently and at different speeds. Some need hands-on practice, others learn better from their peers, and most need multiple exposures before things really click.
Plan follow-up sessions, create easy-to-access resources, and make sure managers know how to support their teams through the learning process.
Deal with Resistance Head-On
Resistance is normal. The key is addressing it before it becomes a bigger problem. During your planning phase, think about where pushback will likely come from and why.
Is it fear of job loss? Worry about increased workload? General discomfort with change? Once you understand the root causes, you can address them specifically through extra training, one-on-one conversations, or concrete data showing benefits.
The biggest mistake I see? Starting without a real plan. You might have a vision for where you want to go, but if you don't have a roadmap for getting there, you're setting everyone up for frustration.
Another killer: assuming everyone understands and agrees with your vision when they don't. If there's misalignment between leadership and employees about priorities, your change efforts will feel forced and meet more resistance.
And here's one that trips up a lot of growing businesses: not planning for ongoing support. Change isn't a one-time event. Without systems to reinforce new behaviors and ways of working, people naturally drift back to old habits, especially when they're busy or stressed.
Look, I'm not going to sugarcoat this... managing change well takes time and energy. But it's not optional if you want to grow.
Pick an approach that fits your situation and your team. If you're making big strategic shifts, use the step-by-step method. If it's a specific operational change, the three-phase approach might be perfect. If you're worried about getting buy-in from individuals, focus on the ADKAR model.
Whatever you choose, invest real time in planning. Get input from your key people. Communicate way more than feels necessary. And build in flexibility to adjust as you go.
Most importantly, remember that the human side of change is just as important as the technical side. Your systems and processes matter, but your people make them work.
Change management doesn't have to be overwhelming, but it does need to be intentional. If you're facing growth changes in your business and want support thinking through your approach, that's exactly what we help with at Joy Lough Enterprises.
Whether you need help planning your change strategy, training your team, or just want someone to talk through your options with, we're here to help. Give us a call at 336-645-1016 or visit joyloughenterprises.com to learn more about how we support growing businesses through transitions.
The businesses that thrive aren't the ones that avoid change: they're the ones that get really good at managing it. And that's a skill you can learn.