So, Last Change Didn’t Go So Well? Let’s Talk About People and Perceptions.

Suppose you’ve been around the block a few times in the workplace. In that case, you know the drill: new change comes in, people nod along, but behind the scenes, there’s a fair bit of eye-rolling, and everyone’s asking themselves the same question: Why does this feel so hard? Whether it’s a new tech rollout, process overhaul, or even just a reorganisation, the pattern can feel painfully familiar. And sometimes, it’s not just the change itself; it’s the way change is managed, and the way you respond to it. Change Management – People and Perceptions – a very interesting mix before the first plan is ever written.

 

“Resistance is not a call for change to stop, but a sign that people are concerned about how it will impact them.” — PROSCI® ADKAR

Ahhhh… People and Perceptions

So here’s the deal. Let’s first take a look at why perceptions of change managers swing wildly between “thank goodness you’re here” and “who invited this person?” Understanding the good, the bad, and the downright ugly sides of how we experience change—and the people managing it—might just give us the push we need to look at change a little differently.

Understanding Your Change Manager: The Good, the Bad, and the Ugly

Change managers have one of the toughest jobs in the change management process. When things go well, they’re the unsung heroes; when things don’t, they’re often the scapegoats. Here’s what we’re talking about when we say ‘the good, the bad, and the ugly’ of how change managers get perceived during organizational change.

 

The Good: Champions of Clarity

Good change managers make a difference. They keep people in the loop, clarify why things are changing, and answer the big “what’s in it for me” question. They’re not just ticking boxes; they’re helping make change actually work. They show up, listen, and understand that people need time to get on board.

 

The Bad: Process-Heavy and Detached

Sometimes, though, it feels like change managers are all about that process. You’ve seen the endless emails, the forms, the plans, the checklists, and the “touchpoints” that don’t touch anything relevant to what you’re doing. When change managers get too bogged down in theory, they start to feel like they’re missing the point—and that’s when people start tuning out.

 

The Ugly: Receiving Blame for Missed Marks

Then there’s the dark side. As the “face of change,” change managers can sometimes be on the receiving end when things don’t work as planned. They’re often seen as responsible for any disruptions, whether the issues stem from the change management process itself or from unrelated project challenges. This narrow view can turn change managers into easy scapegoats, even when they’re working hard with sponsors, project managers, and key stakeholders to make things go as smoothly as they can.

 

Why Are We Like This? A Look at Our Own Reactions

Alright, so maybe we’re being a little harsh on change managers here. It’s only fair to ask, why do we often react so negatively to change in the first place? Here’s the thing: it’s not really about the change manager—it’s about us. When we feel overwhelmed by change, it’s often because we’re carrying baggage from past experiences, and we’ve built up a few biases along the way.

 

You might have “confirmation bias” going on (where you’re just looking for reasons why change won’t work) or “status quo bias” (where doing nothing feels like the safest option). Either way, it’s easy to get stuck thinking, “Here we go again,” instead of giving it a fair shot.

 

The Secret Weapon: Personal Leadership (Yes, Even for You)

So what if, instead of waiting for the perfect change manager or the perfect project, we took a different approach? Let’s talk about something radical: personal leadership. It doesn’t matter if you’re the CEO or just starting out—showing up with a little personal leadership can flip your experience of change from something annoying to something, dare we say, interesting.

 

“Leadership is not about being in charge. It is about taking care of those in your charge.” — Simon Sinek

1. Lead by Example

Be the person who actually reads the updates, gets the basics, and shows a willingness to adapt. People notice, and it sets a tone for others. Leadership isn’t a title; it’s an attitude.

 

2. Stay Focused on the Goal

Instead of fixating on how clunky the process feels, keep your eye on the bigger picture. Rally behind the company values and see how this change, however uncomfortable, fits into that mission.

 

3. Own Your Part

Accountability isn’t just for managers. Taking responsibility for your role in the change—whether it’s adapting to new tools, supporting team members, or staying flexible—doesn’t just help you; it inspires others to do the same.

 

4. Be Open, Be Curious

Instead of “I don’t get it” or “We’ve never done it like this,” try asking questions and getting curious. You’ll be surprised how much just a little openness can change the way you feel.

 

5. Step Out of the Comfort Zone (a Little)

Growth doesn’t happen in the comfort zone. Pushing through the awkward parts of change helps everyone around you adapt faster and makes you a stronger contributor in the long run.

 

6. Be Welcoming

When organizational values are more than lip service, they show up in how you engage with everyone—including suppliers, customers, colleagues, permanent staff, fixed-termers, and contractors. Treating each person as part of the team and welcoming their ideas, perspectives, and experiences turns change from a top-down directive into a collaborative effort. Plus, it helps new faces, like change managers, feel like they’re working with you, not just at you.

 

Fact: Research by Gallup shows that teams with high levels of trust and inclusivity are 21% more productive.

What’s the Alternative? The Status Quo?

Here’s the kicker: if we don’t start seeing change as something we can work with instead of against, we’re always going to feel like it’s an uphill battle. So, what’s the alternative? Staying in the same place, missing out on innovation, and waiting for the “right” kind of change to come along? That’s not realistic. The truth is, growth means change—plain and simple.

 

People and Perceptions: Time for a Reality Check (and a Call to Action)

Let’s get real. The world’s not slowing down, and change isn’t stopping anytime soon. If anything, it’s speeding up. So next time a change is on the horizon, challenge yourself to step up and be the person who rallies behind it instead of fighting against it. It’s not about being a cheerleader for everything that comes down the pipeline; it’s about choosing to be proactive, engaged, and curious.

 

So here’s the call to action: Try showing up differently for the next change that hits your inbox. You don’t need to love it, but see what happens when you choose to lean in instead of resist. Maybe—just maybe—you’ll find it’s not as bad as you thought.

 

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. Through a limited number of engagements each year Tarran delivers Executive Coaching, Training Programs and Speaking Presentations. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

 

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