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    Growth Performance

    Leading Through Change

    Assess your effectiveness as a leader of change — across communication and vision, managing resistance, sustaining momentum, and embedding new behaviours.

    Purpose: McKinsey's research (2023) found that 70% of large-scale change programmes fail to achieve their stated goals — and the primary cause is leadership, not strategy. This diagnostic identifies which specific leader behaviours are supporting or limiting the change efforts you are responsible for.

    Instructions: Rate each statement from 1 (Strongly Disagree) to 5 (Strongly Agree) based on how you actually lead change — not how you think you should. Reflect on a current or recent significant change initiative.

    Progress0 of 20 items completed

    1.Change Communication & Vision

    How effectively you create a compelling case for change, connect it to what people care about, and communicate consistently enough for the message to land.

    -
    out of 25

    I communicate a clear and compelling reason for the change — not just what is changing, but why it matters

    I connect the change to what my team cares about — their work, their development, their values

    I over-communicate — I repeat the vision and rationale far more than feels comfortable to me

    I am honest about what I know and don't know — I don't pretend to have certainty I don't have

    I create space for questions, concerns, and honest feedback about the change — not just announcements

    2.Managing Resistance

    How effectively you engage with rather than dismiss resistance — recognising it as information about the change, not an obstacle to be overcome.

    -
    out of 25

    I actively seek out people who are sceptical or resistant and engage with their concerns genuinely

    I distinguish between resistance based on genuine concern and resistance based on misinformation — and I respond accordingly

    I involve those most affected by the change in shaping how it is implemented — not just informing them about it

    I acknowledge losses and costs openly — I don't pretend the change is only positive for people

    I address visible resistance directly rather than hoping it will dissolve on its own

    3.Sustaining Momentum

    Your ability to keep the change moving through the inevitable dip in confidence, energy, and progress that follows the initial announcement.

    -
    out of 25

    I identify and celebrate early wins that demonstrate the change is working — making progress visible

    I maintain my own energy and commitment visibly — I don't signal doubt or fatigue in front of my team

    I remove barriers and blockers that are slowing the change — I don't leave people to navigate obstacles alone

    I monitor the pace of adoption honestly and adjust my approach when progress is slower than expected

    I protect the people leading the change from burnout — I recognise that change management is energy-intensive work

    4.Embedding New Behaviours

    How effectively you make change stick — aligning systems, reinforcing new behaviours, and ensuring the old way doesn't simply reassert itself.

    -
    out of 25

    I make sure the systems, structures, and incentives support the new behaviours — not the old ones

    I hold people accountable for demonstrating the new behaviours — not just the outcomes

    I recognise and reward people who embody the change, making them visible role models

    I maintain focus on the change over time — I don't move on before it is genuinely embedded

    I review what worked and what didn't after each significant change — and apply those lessons to future change efforts