When I was in college, I worked as a student assistant at the same institution I studied in. At that time, the administration was overseen by a Board of Directors whom the employees described as genuinely considerate of their well-being. This created a motivated and amicable workplace. Things shifted during my second year when the original leadership stepped down and the board was replaced—primarily by their successors, many of whom were their children.

The transition was noticeable. I observed how a change in leadership could recalibrate an entire work culture. Management styles, expectations, and communication practices were quickly restructured. While some welcomed the new direction, others felt a growing sense of uncertainty. Long-serving instructors, in particular, seemed uneasy. They had grown used to the previous administration’s approach and weren’t sure if the new leaders shared the same values.

Leadership transitions often come with a slew of psychological reactions. Resistance to change isn’t inherently pusillanimous; it’s human nature. As routines are dismantled, the ambiguity that follows leaves many employees balancing between curiosity and anxiety. Over time, shifts in morale, productivity, and collaboration patterns begin to emerge.

I noticed that a few tenured employees were quietly demoted, particularly those nearing retirement. Some opted to resign, unwilling to remain in an environment that had grown unfamiliar. The new board focused on hiring younger individuals who were tech-savvy and aligned with modern workplace demands. While their strategy wasn’t inherently egregious, the execution left many feeling dispensable. A veneer of progress masked a growing disconnect between leadership and staff.

In hindsight, the situation might have been better managed if the leadership had supported and retrained current employees, helping them adapt to the new direction rather than pushing them out. Open communication and offering growth opportunities could have preserved morale and trust during the transition. Understanding what worked and what didn’t helps shape a healthier workplace culture moving forward.

To effectively manage organizational change, leaders need to be equipped with strategic knowledge and practical strategies. So, here are some tips that can help leaders with organizational changes:

1. Communicate Clearly and Often. During times of change, uncertainty can create anxiety among employees. A leader should provide clear and consistent communication about what’s happening, why it’s happening, and what it means for everyone involved. Regular updates, even if there’s no new information, can help reduce uncertainty and keep everyone on the same page.
2. Involve Employees in the Process. People are more likely to support changes they’ve had a hand in shaping. Leaders should seek input from employees at all levels to ensure they feel valued and heard. This approach not only fosters buy-in but also brings diverse perspectives to the table, potentially uncovering better solutions.
3. Provide Support and Training. Change often requires new skills or adjustments to how things are done. Leaders should ensure employees have the resources, training, and support they need to adapt. This might include workshops, one-on-one coaching, or simply making time to address concerns and questions as they arise.
4. Lead by Example. Employees look to their leaders for cues on how to behave during change. A leader should demonstrate the attitudes and behaviors they want to see in their team, whether it’s adaptability, openness to new ideas, or a positive attitude. This sets a tone of confidence and commitment that can be contagious.
5. Celebrate Small Wins. Change can be daunting, so it’s important to acknowledge and celebrate progress along the way. Recognizing small victories keeps morale up and reinforces that the organization is moving in the right direction. This positive reinforcement can help sustain momentum throughout the change process.

Conclusion

Leadership transitions shape how teams function. Some grow stronger, while others lose their footing. The way leaders manage change often determines the direction.

As an aspiring instructional designer, I will focus on building straightforward, scalable learning tools that match the realities of workplace shifts. When organizations bring in new leadership, I can design onboarding modules that introduce the leadership’s goals and clarify what changes to expect. If innovation becomes a priority, I’ll create materials that explain the shift clearly and guide employees in adjusting their workflows without confusion.

Instructional design supports teams during uncertain times. I intend to develop resources that are timely, easy to apply, and grounded in the context of the workplace. With the right tools, teams can adapt with more confidence, maintain clarity, and continue working toward shared goals.

references:

BAKER, C. (2022, December 16). What is Organizational Change and Why Does it Matter? Leaders. https://www.leaders.com/articles/leadership/organizational-change/

Walkme Team. (2021, December 7). Organizational Behavior Management vs. Change Management: What’s the Difference? Walkme| The Change Management Blog. https://change.walkme.com/organizational-behavior-management/#:~:text=Organizational%20behavior%20management%20focuses%20on%20achieving%20results%20through%20behavioral%20change,procedures%2C%20tools%2C%20and%20people.