Handling the Curveballs: How Leaders Help Teams Adapt to Change

When people hear the word change in the workplace, they immediately start to wonder whether the change will be good, bad, big, or small. Leaders are usually excited when they hear the word change and are more comfortable with it because they know growth often comes with change. The ability to be a highly adaptable and flexible company is essential, both when new opportunities come along and when tough times require a different approach.

I had a college baseball coach who once said to one of my teammates, “You know why the dinosaurs went extinct? Because they couldn’t make an adjustment. Same thing for you. You can't make adjustments and hit a curveball.”

At the time, it was "Yogi Berra" type of comment the entire team laughed at. Looking back, it was also a leadership lesson. In business, the curveball is always coming. It may come in the form of a new competitor, a shift in customer expectations, a change in technology, a market slowdown, staffing issues, a new process, or a complete change in strategy. Companies that cannot adjust continue to strike out. Companies that can adjust give themselves a chance to grow, recover, and win.

But knowing that change is needed is only a small part of the challenge. Execution is where the real leadership test begins. Getting teams onboard is often the hardest part. Leaders have usually done a lot of the homework before a change is introduced. They have studied the problem, weighed the options, reviewed the potential benefits, and talked through the risks. By the time the plan reaches the workplace, leaders may already feel comfortable with it because they have had time to process it.

Employees often have not had that same time. Once the plan is announced, it can create discomfort, stress, and uncertainty. People may start thinking, “How does this affect me? Is my role changing? Will this be more work for me? Should I be worried? Do they know something we do not?” Those questions are normal. They are not always signs of resistance or negativity. Many times, they are signs that people are trying to understand where they fit in the new direction.

That is where leadership matters most. Leading through change is more than just telling people what is changing and what each person's role is. It is about helping them understand why it is changing, what the path forward looks like, and how they can be successful in the process. They need to know exactly how their role will have an important impact on the outcomes, and how their work is valued. A well-designed plan can still fail if people feel confused, ignored, or left behind. 

Communication. The best leaders understand that people need clarity. In the absence of clear communication, people will create their own stories. Unfortunately, those stories are usually worse than reality. A simple and honest message can go a long way: “Here is what we know. Here is what we are still working through. Here is what this means for the team. Here is when we will communicate again.” Over communication in these instances is key. 

Trust. Great communication will be the foundation for building trust. Trust is critical during change. People are more willing to move through uncertainty when they believe their leaders are being truthful, thoughtful, and consistent. Trust is built when leaders follow through on what they say, listen to concerns, admit what they do not know, and stay visible throughout the process. Employees need to know that their leaders have their backs and looking out for their interests. 

Collaborative decision making can be especially valuable during times of change because it gives employees a voice in how new ideas are put into action. While leaders may set the direction, the people closest to the work often understand the details, challenges, and opportunities best. For example, if a company is changing a customer service process, involving the frontline team can help identify what will work, what may frustrate customers, and where extra support is needed. When people are included in the process, it shows their opinion and expertise is valued and will more likely to take ownership of the outcome.

Empathy is just as important. Leaders need to recognize that change affects people differently. Some employees will be excited. Some will be cautious. Some will be frustrated. Some will need more time, more context, or more support. They want to feel heard AND understood. Leaders need to always have a feel for the mood and morale of their teams. The leaders who can guide others effectively and empathetically through times of change are the ones who ultimately lead their teams to greater success. They create confidence when the path is uncertain. They bring people along instead of simply pushing them forward. They help their teams adjust to the curveball rather than look like a deer in headlights when it comes. 

That does not mean leaders should avoid making hard decisions. It means they should make those decisions while remembering that people are the ones who have to carry them out. One of the biggest mistakes leaders can make is assuming that because the change makes sense strategically, everyone will immediately embrace it emotionally. Strategy may explain the destination, but leadership helps people take the next step.

Change will always be part of business and knowing what the changes are needed is easy. The question is whether leaders can help their people understand it, adapt to it, and grow through it. Because in the workplace, just like in baseball, success often comes down to the ability to make the continual necessary adjustments.