Change is one of the greatest challenges a leader can face. At one of the companies I worked for, I had to confront this challenge when the implementation of new procedures became a necessity. The resistance I encountered at the beginning taught me invaluable lessons as a leader. This story is about what I learned during that process and how change ultimately turned into success.
The Decision to Change - Finding Opportunity in Crisis
It all began during a period when operational challenges became unsustainable. In a meeting with the management team, we discussed delays in project deliveries, increasing workloads, and breakdowns in communication between teams. Aircraft deliveries were being delayed, spare parts were taking longer to arrive, and the situation created both operational and financial pressure.
The data was clear: the existing procedures were no longer supporting the workflow; they were hindering it. One of the management team members summarized it perfectly:“We either start the change now or keep drowning in this chaos.”
We decided to launch a project to prepare and implement new procedures. However, making the decision was the easy part. The real challenge lay in explaining this decision to the teams and putting it into action.
Stakeholder Meetings - The Journey from Resistance to Collaboration
From the first meeting where I announced the change, the expressions on my team members' faces said it all: anxiety, uncertainty, and even a hint of disappointment. As I introduced the new procedures, these expressions quickly turned into real objections. The initial criticisms naturally focused on the additional workload and potential complications that the change might bring.
One team member voiced their concerns sharply:“These changes will make things even more complicated. We’ve been managing, even if it’s been tough, with the current procedures. Why are we turning everything upside down now?”
This wasn’t just a one-time meeting; it marked the beginning of a long process. In that first meeting, I focused on explaining why the change was necessary. However, I realized that the success of this process wouldn’t come from simply presenting logical reasons—it would come from involving the team in the change itself.
Step-by-Step Progress - Initial Meetings and Feedback
After the first meeting, I scheduled a series of regular discussions. In these meetings, I presented drafts of the procedural changes to team members and sought their feedback at every stage. Initially, the reactions were strong. In one meeting, a team member said:
“The approval processes are already too long. If these new procedures slow things down even further, it will be impossible to prepare the aircraft on time.”
Comments like these helped me better understand the practical implications of the change. However, simply listening to these concerns wasn’t enough—I needed to incorporate their suggestions into the process. In one meeting, I asked:“Which steps in these procedures make your work harder? How can we make them more practical?”
Constructive Suggestions - The Birth of Collaboration
That question marked a turning point, leading to the first constructive suggestions. One team member proposed parallel steps for certain parts of the approval process. Another highlighted the need for alternative workflows during tight schedules. These suggestions helped make the procedures not only more practical but also more meaningful for the team.
Over time, these meetings evolved from being spaces for discussion into platforms for co-creating solutions. By the third meeting, a team member remarked:“At first, I thought this was just another burden being placed on us, but now I see that this process is being shaped by our contributions.”
Turning Resistance into Strength
Months of meetings and feedback culminated in the successful implementation of the new procedures. The initial resistance gave way to a more organized, efficient, and collaborative working environment. The procedures didn’t just improve workflows; they also strengthened the bonds within the team.
This transformation ensured that team members didn’t merely adapt to the change—they became a part of it. This process was no longer just about implementing new procedures; it became a testament to the power of collective success.
True leadership emerges in processes where change is not imposed but shaped through everyone’s contributions. Where there is resistance, patience and collaboration can turn not just procedures but entire teams into something greater.