The Human Side of Change Management: Leading People Through Transitions

The Human Side of Change Management: Leading People Through Transitions

The Human Side of Change Management: Leading People Through Transitions

If you’ve watched Ted Lasso, you’ll know it’s so much more than just a show about football. It’s really about leading people through change — and not the smooth, straightforward kind of change either. We’re talking about the messy, emotional, and often uncomfortable kind. When Ted, an American football coach who knows nothing about English football, takes over AFC Richmond, he faces a team that’s divided, sceptical, and pretty set in its ways.

Ted’s leadership style is anything but conventional. He’s not focused on tactics or stats as much as he is on building relationships and making sure his team feels understood and supported. Watching him turn things around at Richmond is a bit like getting a crash course in how to lead people through transitions — with empathy, optimism, and a whole lot of heart.

Empathy: Listening Before Leading

From the moment Ted steps into Richmond, he’s more interested in listening than lecturing. He takes time to understand what’s really going on with his players — like Roy Kent, who’s grappling with the reality of getting older, or Jamie Tartt, who’s desperate for validation. Instead of dismissing their worries, Ted leans in and listens.

It’s such a simple move, but it’s powerful. When people feel genuinely heard, they’re a lot more willing to open up to change. Many leaders, understandably focused on getting people to accept the change, can sometimes miss the opportunity to help their teams process how it feels. Taking the time to listen can make all the difference.

In a way, Ted’s approach shows that empathy isn’t just about being nice. It’s about building trust and helping people get to a place where they’re ready to move forward. Sometimes, just listening is the best way to start.

Optimism: Inspiring Hope When Things Look Rough

Ted’s optimism is one of the things that makes him such a likeable character — and also such an effective leader. Even when the team is losing badly, the fans are chanting for his resignation, and Rebecca (the club owner) is secretly trying to sabotage him, Ted keeps showing up with that relentless positivity.

Now, this isn’t about pretending everything’s fine when it’s not. Ted’s optimism is more about helping his team see that things can get better — that the struggle is worth it. It’s that “Believe” sign in the locker room, reminding everyone that, despite the setbacks, they’re still in the game.

Leaders who can inspire that kind of hope can get their teams to keep pushing forward, even when things are tough. Sometimes, all it takes is a bit of belief that the effort is leading somewhere better.

Confidence and Calm: Holding Steady in Chaos

Ted might not know a lot about football, but he never lets that shake his confidence. Even when he’s clearly out of his depth, he manages to project a calm, steady presence that reassures his team. It’s not that he has all the answers — it’s that he’s confident they can figure things out together.

That kind of steady confidence is huge during times of change. When everything feels chaotic, a leader who keeps their cool can make the whole team feel a little less panicked. It’s that whole “fake it till you make it” vibe, but with a lot more sincerity.

There’s a scene where Ted refuses to blame individual players after a tough loss. Instead of pointing fingers, he talks about what they can learn and how they can improve. That kind of calm response helps the team focus on solutions instead of spiralling into blame and frustration.

Relationships Matter: Building Connections That Last

If Ted has a secret weapon, it’s his ability to build relationships. He invests time in getting to know his players and even brings Rebecca biscuits every day to build some trust. These small gestures might seem trivial, but they’re actually a big part of why his team eventually starts to rally behind him.

Change is a lot easier to accept when it’s led by someone you trust. And trust isn’t built through big speeches or fancy strategies — it’s built through those small, everyday moments of connection. Ted shows that sometimes, leading people through change is as simple as showing up consistently and proving that you care.

Coaching, Not Commanding: Turning Followers into Leaders

One of the most impressive things Ted does is coach rather than command. He doesn’t just tell people what to do — he helps them figure things out for themselves. That approach turns passive followers into active leaders who take ownership of the change.

Take Nate, the shy kit man who’s full of ideas but too scared to speak up. Ted doesn’t just give Nate instructions; he gives him the confidence to share his strategies with the team. By the end of the season, Nate isn’t just following orders — he’s stepping up and making decisions.

That’s the real power of a coaching mindset during change. When you focus on helping people grow rather than just telling them what to do, you end up with a team that’s not only willing to adapt but also excited about where they’re heading.

Leading Change the Ted Lasso Way

What makes Ted such an effective leader isn’t a genius strategy or some ground-breaking tactic. It’s the way he makes his team feel — understood, supported, and capable of more than they realised. Change is hard, no question, but when people trust that you’ve got their back, they’re a lot more willing to take the leap.

Leading change isn’t about getting everyone to the finish line as fast as possible. It’s about making sure they want to keep playing the game, no matter what obstacles come their way.

So maybe the real lesson from Ted Lasso is that change isn’t something you manage; it’s something you lead people through — one small, genuine act of leadership at a time.

"For me, success is not about the wins and losses. It’s about helping these young fellas be the best versions of themselves on and off the field." — Ted Lasso

Go well this week

Mary-Anne :-)

Leading with Gratitude: Appreciating the Human Effort Behind Success

Leading with Gratitude: Appreciating the Human Effort Behind Success

Last week, as I was leaving an organisation I had been working alongside, the lead said to me, "Thank you for always bringing joy into our space." I thanked him and quietly floated out the door. For me, this was an affirmation of a quality I had been leaning into over the past year, and to have this seen and recognised was not only affirming—it also made me want to do it more.

In a world that often measures success by productivity, efficiency, and performance, it’s easy to fall into the trap of equating our worth solely with what we do. We celebrate achievements, tick off tasks, and chase milestones—yet in doing so, we risk overlooking what truly matters: who we are. Our value isn’t determined only by our output, but by our character, our relationships, and the unique strengths we bring to every situation.

From Gaps to Gold: Celebrating Who We Are

For too long, personal development and leadership have been driven by a "what’s missing?" mindset. We analyse weaknesses, set goals to fill perceived gaps, and strive for continuous improvement. But what if we shifted our focus? Instead of concentrating on deficits, imagine celebrating the strengths that already exist within us.

Discovering Your Inner Gold

To lead with gratitude and authenticity, we can start by asking ourselves a few key questions:

What activities make you feel most alive?

Reflect on moments when you’re fully engaged—whether you’re immersed in a creative project, connecting with nature, or leading an inspiring team meeting. These experiences reveal the passions and strengths that energise you.

Which qualities do your friends, colleagues, and family admire in you?

Listen to the words of appreciation you receive. Are you recognised for your empathy, resilience, creativity, or leadership? These qualities are your inner gold.

How can you incorporate more of these strengths into your daily routine?

Look for ways to align your life with what makes you thrive. Whether it’s setting aside time for reflection or creating opportunities to let your unique energy shine, these actions reinforce who you are at your core.

Feedback That Fuels Growth

Recognising and naming strengths isn’t just about validation—it’s about empowerment. As leaders, colleagues, and friends, we uplift one another by seeing and celebrating who we are, not merely what we produce. Here’s how simple, strengths-based feedback can create a culture of genuine appreciation and growth:

Resilience and Composure:

"Your calm under pressure kept us on track."

Innovative Thinking:

"Your creative solutions made a real difference."

Empathy and Support:

"Your supportive approach builds strong team trust."

Integrity and Ethical Leadership:

"Your commitment to integrity keeps us true to our values."

These focused statements do more than affirm positive behaviours; they empower individuals to continue growing and stepping into their strengths.

So how might I begin?

First we may need to expand our understanding and vocabulary of character based strengths or virtues. This site provides a useful list of virtues that help build your understanding and vocabulary: Virtues for Life. 

Then begin noticing qualities within yourself and those around you:

• Set aside times in your day where you not only review the mahi you have accomplished, but the qualities you have shown as you have done the work. Cultivating your inner qualities not only transforms your own experience, it also illuminates the path for others.

• Then begin to offer feedback to those around you on the qualities they have shown.

These are not time-consuming practices, but they do have a high positive impact.

One last word: 

Often, recognising the strengths in others comes naturally—it’s easier to see their brilliance. But don’t forget to shine that same light on your own unique qualities.

Go well this week

Mary-Anne :-)

Leading Through Personal Crisis: Maintaining Authenticity and Strength

Leading Through Personal Crisis: Maintaining Authenticity and Strength

Life doesn’t wait for a convenient time to throw challenges our way. Whether it’s grief, illness, family struggles, or personal setbacks, we often find ourselves juggling deep emotional burdens while still needing to show up for our teams, colleagues, and responsibilities. The pressure to ‘hold it together’ can be immense, but true leadership isn’t about pretending everything is fine—it’s about navigating these moments with honesty, self-compassion, and courage.

Marianne Williamson reminds us, “A leader is one who holds a space for the brilliance of others while not diminishing their own light.” That means we can acknowledge our struggles without losing our strength. And as Brené Brown teaches, vulnerability is not weakness—it’s the foundation of real connection and trust. If you’re leading through a personal crisis, here’s how to stay anchored in authenticity and resilience.

1. Speak to Someone You Trust

During difficult times, it’s tempting to push through alone, fearing we’ll be seen as weak or incapable. But Liz Gilbert reminds us, “Embrace the glorious mess that you are.” Finding a trusted colleague, leader, or mentor to confide in can be a game-changer.

Being open doesn’t mean sharing every detail; it means giving enough context so others understand. A simple, “I’m going through something challenging at the moment, and I may need to adjust how I work for a while,” invites support rather than isolation.

If you’re in a leadership role, modelling this openness creates a ripple effect. When others see that being honest about struggles is not only allowed but respected, it fosters a culture of trust, psychological safety, and care.

2. Use the Circles of Control Model

When we’re overwhelmed, it’s easy to focus on everything outside our control. The Circles of Control framework helps shift our energy:

• Circle of Control: Your actions, boundaries, and self-care.

• Circle of Influence: What you can impact but not directly control (team culture, workplace flexibility).

• Circle of Concern: External factors you can’t change (other people’s reactions, larger systemic issues).

If you catch yourself spiralling into frustration or anxiety, ask: Am I focusing on what I can control, or am I getting stuck in what I can’t? Redirecting your energy to actionable steps—like adjusting your workload, setting clear boundaries, or asking for help—creates a sense of steadiness amidst uncertainty.

3. Find the Gift in the Grit

Hardship can feel meaningless when we’re in the thick of it, but Brené Brown encourages us to shift from “Why is this happening to me?” to “What is this teaching me?”

Similarly, Liz Gilbert writes about resilience as a muscle we build through life’s challenges. Instead of getting lost in the difficulty, try asking:

• What strengths am I developing through this?

• How can this experience make me a more empathetic and grounded leader?

• What small steps can I take to move forward with grace?

This doesn’t mean minimising pain or pretending everything is fine. It means allowing yourself to sit with the struggle while also seeking its deeper lessons.

4. Adjust, Don’t Abandon, Your Well-being

Under stress, self-care is often the first thing we let go. But as Marianne Williamson says, “When you honour yourself, you honour everyone.” Prioritising small, consistent acts of self-care helps sustain your energy:

• Ensuring rest, hydration, and nourishment.

• Taking mindful breaks, even if just a short walk outside.

• Keeping personal routines that ground you, even if adapted.

Self-care also means knowing when to pause. If you need to delegate, do it. If you need a break, take it. Strength isn’t about pushing through exhaustion—it’s about knowing when to rest and reset.

Leading Through Hard Times

True leadership isn’t about perfection—it’s about presence. When life gets hard, the best thing you can do is lead yourself with the same compassion and wisdom you offer others. Speak to someone you trust, focus on what’s within your control, and seek the hidden gifts within the challenge.

You don’t have to carry it all alone.

Arohanui,
Mary-Anne

Beating the Blame-Game at work

Beating the Blame-Game at work

Blame is like a quicksand trap in the workplace—it feels easier to point fingers than to take responsibility, but in the long run, it drags everyone down. Whether it’s blaming leadership for unclear direction, colleagues for dropping the ball, or even external factors like budget cuts, the blame game keeps teams stuck in cycles of frustration and disengagement.

If we want to create thriving, accountable workplaces, we need to step away from blame and into curiosity, courage, and personal responsibility. This isn’t just about being ‘nice’—it’s about being effective. As Brené Brown says, “Blame is simply the discharging of discomfort and pain.” It gives us a temporary sense of relief but does nothing to solve the actual problem. Cy Wakeman takes it further, arguing that blame and drama rob workplaces of productivity and engagement. She calls it ‘emotional waste’—and let’s be honest, none of us need more of that.

So how do we stop the blame game and start getting results?

1. Own Your Part

It’s tempting to think the problem is out there—bad leadership, slow colleagues, or unfair policies. But Cy Wakeman challenges us to ask: What can I do to add value, regardless of the circumstances? Instead of waiting for others to change, focus on what you can influence. This shift from ‘victim’ to ‘problem solver’ boosts your confidence and effectiveness.

A practical way to start? Try reframing frustrations into action-oriented questions:

• Instead of “Why didn’t they give us more notice?” → “What can I do to get clarity earlier next time?”

• Instead of “Why is leadership always out of touch?” → “What feedback could I offer that might help bridge the gap?”

2. Get Curious, Not Defensive

Blame thrives when we assume we already know who’s at fault. But Brené Brown reminds us that the antidote to blame is curiosity. Next time frustration bubbles up, pause and ask:

• What else might be going on here?

• What’s my role in this?

• What conversation needs to happen?

By replacing blame with curiosity, we open up space for understanding and problem-solving instead of fuelling workplace drama.

3. Call It When You See It

Blame can become a workplace habit. If you notice a ‘blame storm’ starting, try a gentle but firm redirection:

• “I hear the frustration—how can we move forward?”

• “What’s the best way to solve this together?”

• “Let’s focus on what we can control.”

When leaders model this, it sets the tone for a blame-free culture. Instead of pointing fingers, the team learns to pivot toward solutions.

4. Build Psychological Safety

Blame often comes from fear—fear of failure, judgment, or not being good enough. Brené Brown’s research shows that psychological safety (the belief that you can take risks and be vulnerable without punishment) is essential for high-performing teams. Creating a culture where mistakes are seen as learning opportunities, not ammunition, builds trust and accountability.

The Bottom Line

The blame game wastes time, energy, and goodwill. By shifting from blame to ownership, curiosity, and problem-solving, we create workplaces where people feel empowered, not stuck. Next time frustration hits, pause. Ask yourself: Am I adding to the problem or the solution? That small shift can change everything.

Arohanui,
Mary-Anne

Beyond Buzzwords: Building a Culture That Cares

Beyond Buzzwords: Building a Culture That Cares

If you’ve been part of any team, organisation, or workplace, chances are you’ve heard phrases like “collaborative culture,” “growth mindset,” or “innovative leadership.” They sound great, don’t they? But too often, these words end up as empty slogans—things we say but don’t always do.

Here’s the truth: culture isn’t built on buzzwords. It’s built on people. It’s built on how we show up for each other, the trust we create, and the mahi we do together. A culture that truly cares doesn’t just tick boxes—it makes people feel seen, supported, and inspired to give their best.

So how do we move from buzzwords to a culture that genuinely cares? Let’s explore.

1. Start With Real Conversations

Care starts with listening. Ask yourself: Do I really understand what my team needs? Take time to create spaces for open, honest kōrero. Whether it’s a one-on-one chat, a quick team check-in, or an anonymous survey, the key is to listen without judgement.

When people feel heard, they feel valued. That’s where trust begins, and it’s the foundation for everything else.

2. Build Psychological Safety

A culture of care is only possible when people feel safe—safe to share ideas, take risks, and even admit mistakes without fear of judgement. Timothy R. Clarke’s Four Stages of Psychological Safety is a powerful guide for leaders:

Inclusion Safety – Make sure everyone feels they belong and are respected for who they are. Whanaungatanga is key here—building a sense of belonging that goes beyond roles or titles.

Learner Safety – Encourage curiosity and learning. Make it okay to ask questions, seek feedback, and even fail as part of growth.

Contributor Safety – Empower your team to share their ideas and skills freely. Celebrate diverse thinking and create space for collaboration.

Challenger Safety – Create an environment where people feel confident to question the status quo or offer new solutions. Respectful challenge is often where the best ideas come from.

By embedding these stages into your daily practices, you create a space where people feel safe, valued, and supported to do their best work.

3. Live Your Values

Every organisation has values, but they only matter when they’re lived out. A culture that cares aligns its actions with its values—every day, in big and small ways.

For example, if your organisation values manaakitanga, how are you showing that through your leadership? Are you supporting your team during busy times or tough challenges? If whanaungatanga is a priority, are you making time for connection and meaningful interactions?

Care is visible. It’s felt in the way we act, not just the words we say.

4. Celebrate the Small Wins

Culture isn’t built in one giant leap. It’s built through small, consistent actions that reflect care and support. Celebrate those moments. Whether it’s a team member stepping up to help during a tight deadline or someone showing resilience through a tough day, acknowledge the effort.

These small wins add up. Over time, they create a culture where people feel appreciated and motivated to contribute.

5. Lead By Example

As a leader, you set the tone for your team. If you want a culture that cares, you need to model the behaviours you hope to see.

Show vulnerability by admitting when you don’t have all the answers. Prioritise your own well-being and encourage your team to do the same. Be open to feedback and demonstrate how to give it constructively.

Your actions speak louder than words. A leader who cares inspires others to care too.

6. Build Trust Through Mahi

Stephen M. R. Covey’s The Speed of Trust reminds us that trust is built through two things: character and competence. It’s not enough to care—you also need to deliver on your promises.

One of the best ways to build trust is through the mahi you do together. Shared work creates shared understanding. It shows your team that you’re there to support them, not just to delegate.

This might mean rolling up your sleeves during a busy period, collaborating on a challenging project, or stepping in when someone needs extra help. Trust grows when people see that you not only care about them but also follow through on your commitments.

And as Covey points out, trust makes everything faster and easier. It reduces friction, increases collaboration, and creates a team that feels like a real whānau.

7. Reflect, Adjust, and Evolve

A culture of care isn’t static—it grows and adapts with your team. Regularly reflect on what’s working and what isn’t. Involve your team in shaping the way forward and be open to change.

Remember, care is a journey, not a destination.

So next time you hear a fancy buzzword, pause and ask: How can I show my team that I care? That’s where the real work begins.

Arohanui,

Mary-Anne