Leading Through Change

If you are a leader or practitioner of #diversity, #equity, or #inclusion, do you facilitate activities, or do you create impact? They're not the same thing. In conversation after conversation I've had with DEI teams in the last few months, a common theme is anxiety in the face of change. The language they've spent years using is being forced to change. The activities they've made into their bread and butter are being suspended or forced to adapt. Newer or less mature DEI teams tend to see their activities and their impact as one and the same. They reason that, if they provide event programming and support employee networks, their impact on the organization must be "event programming existing" and "employee networks feeling supported." In the face of change, they grieve not only the loss of the status quo, but the perceived loss of all impact they could make. More established or mature DEI teams see their activities as a means to achieve their desired impact. They're able to identify problems in the organization that need solving and develop activities that best utilize their resources to solve these problems. They reason that, because the organization fails to adequately create belonging for all of its employees due to inconsistent manager support and a company culture that doesn't value people, they can solve the problem by increasing managerial consistency and creating a more people-centric culture. In the face of change, they grieve the loss of their activities—but can quickly pivot to new ones that achieve the same goals. We can learn a lot from these teams. If you want to sustain your impact even through disruptions to your team's typical operations, you can start by doing the following: 🎯 Define the problem you're working to solve, in context. Data, both qualitative and quantitative, ensures that you can identify the biggest gaps in your organization's commitment to its values, understand what areas DON'T need fixing so you can conserve your effort, and can start strategizing about how to solve root causes. 🎯 Pull out the biggest contributors to unfairness and exclusion. It's one thing if a manager in Sales communicates disrespectfully. It's another thing altogether if the culture of the entire Sales team glorifies disrespect. Understanding the scale of the issues we face can help us prioritize solving the biggest issues affecting everyone, rather than chasing symptoms. 🎯 Design interventions, not activities. Too many practitioners create an initiative because that's what they've been asked to do. Think of them instead as interventions: carefully-designed attempts to shift the status quo from Point A to a more inclusive, more fair Point B, by solving real problems that hold your organization back. The more we shift our work toward real impact, the more effective we'll be—regardless of the sociopolitical climate, regardless of backlash. Let's hone our focus.

Some boards are having a rough time right now. Between political chaos, economic uncertainty, and everything changing overnight, I'm seeing directors caught between two options: micromanage everything or "let management loose." I watched this play out recently. A CEO wanted to expand aggressively; some board members demanded weekly check-ins, others said "just trust them”, both felt off….. Soon, the discussion shifted from how to control and focused on how to support. Quick communication channels, simple decision frameworks, and real-time visibility into what mattered most. Deciding what actually mattered most became an exercise in itself. This approach worked because the CEO could move fast when things shifted, but the board wasn't flying blind. The best boards I know don't choose between oversight and freedom. They challenge when it counts, mentor when needed, and back bold moves when the moment is right. "A good board doesn't make decisions for management; it makes sure management makes good decisions." – Anonymous #boards #leadinginVUCAtimes #leadership #uncertainty #empowerment

Leading in uncertain times is a hot topic today in business as we face a compounding set of unknowns: tariffs, inflation, volatility in our financial markets, the ongoing climate crisis, supply chain disruptions, global conflicts, and the advent of AI to name just a few. Whether you are an operator, investor or board member, I wanted to share a few of my approaches to dealing with the reality we are facing, and I would love your thoughts in response: 1. First, for me, is to remain consistent and committed to our company values. At PSP Partners, we express ours as IDEALS--Integrity, Diversity, Excellence, Alignment, Leadership and Service. Your teams want to know that during uncertainty you will make hard decisions that are grounded in your core values. 2. Radical honesty is critical. Bringing your leadership team to a point of embracing the reality of the landscape that your organization is facing is an essential foundation to then figuring out the vulnerabilities. 3. Ensuring that your balance sheet is strong to weather the difficult periods as well as to have the opportunity to play offense is more essential than ever. 4. Regular scenario planning and pressure testing various outcomes is essential to manage and mitigate risk; it is all the more important right now. This is also known as “red teaming” and it’s a critical thing to do. 5. Being curious about your blind spots and institutional biases will help create an environment where you and your team can safely challenge assumptions. 6. Overcommunicating with your management team and to your company as a whole have never been more needed. Remember it takes about 7 times for a message to break through. Don’t be afraid to repeat it over and over. 7. Embracing the idea that challenges also create unique and unexpected opportunities is so important. During uncertainty the best companies create extraordinary opportunity and returns for the long term. 8. A strong, innovative and resilient culture is always foundational and especially essential to navigating the current challenges. The CEO and your leadership team have to set the example.  

Driving change in organizations has interesting parallels to physical workouts. In teaching about this today, I started thinking about what makes change stick, and realized how much it mirrors what happens in the gym. Here are five parallels that stood out: (1) You can’t delegate the workout. Just as no one can do your pushups for you, no one can “do the change” on your behalf. A leader can inspire, set direction, and create the right environment, but must also model the effort. People follow sweat. Change starts when others see you lifting the weight you’re asking them to lift. (2) Real growth happens through discomfort, not avoidance. In exercise, muscles grow by tearing slightly and rebuilding stronger. In organizations, people and systems grow by facing what’s uncomfortable: uncertainty, conflict, new habits. Avoiding discomfort keeps you safe; embracing it makes you strong. (3) Consistency beats intensity. One heroic workout doesn’t make you fit (I so wish it did!); small, regular effort does. Change leadership is the same: big launches fade if not followed by daily practice. Meaningful transformation comes from steady repetition: feedback loops, small wins, sustained energy. Change is endurance not an event. (4) Progress feels invisible before it’s undeniable. When you first start training, results are slow and invisible. But over time, the small efforts compound. In change, early results are often hidden beneath resistance or confusion. Leaders must hold faith long enough for the “muscles” of the organization to catch up. Patience is the bridge between effort and impact. (5) You train differently, but you sweat together. Every body has its limits and rhythms; every person and team does too. But the shared experience of effort builds trust and community. Great leaders create conditions where everyone feels part of the same workout: supported, stretched, and celebrated. Change is a team sport, not a solo performance. #Leadership #ChangeManagement #HumanLeadership #GrowthMindset #OrganizationalChange #Learning

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

DEI leaders are facing more resistance than ever. As we all grapple with the growing uncertainty in our industry, I've spent countless hours researching the right language, fine-tuning Perfeqta’s strategies, and pivoting to help my consultant network stay ahead of the recent rollbacks. I've been in constant conversations with other professionals, putting our heads together to navigate this and continue to support our clients and organizations. I know it’s overwhelming. I’ve felt it too. Here’s where I’ve landed so far: 1. Don’t wait too long to adjust to a changing environment. Evolving is crucial, and the longer you stick to what’s comfortable, the harder it becomes to navigate shifts. 2. Stay informed on legal compliance. Keep your initiatives aligned with evolving policies. Work with legal counsel to assess any necessary adjustments while protecting your core DEI efforts. 3. It’s also Black History Month. I’m reminded that leadership has always required resilience in the face of adversity, but growth doesn’t happen when you’re running on empty. To lead others, you have to first lead yourself. 4. Get crystal clear with executive leadership Ensure that business leaders understand the long-term value of DEI. It's not just about compliance, but about performance, innovation, and engagement. 5. Adapt the language if necessary If “DEI” is facing pushback in your organization, consider reframing the language without diluting the intent. Ensure that the work continues, no matter the term used. 6. Prioritize your well-being. Leading in a polarized environment is exhausting. Set boundaries, build a support network, and take care of your mental and emotional health. This work requires us to sustain ourselves so we can continue leading with impact. Leadership today is about striking the balance between observation and action. The future of DEI may look uncertain, but the need for inclusive, equitable workplaces has not changed.

When I was building culture at TikTok, there were moments when the world around us shifted faster than any strategy deck could keep up with. At first, I tried to tackle it in all the ways I was familiar with—structure, speed, problem-solving. I leaned on logic, frameworks, and a fast-moving mindset. But I quickly learned: uncertainty doesn’t respond to pressure. It asks for something else entirely. I had to unlearn the instinct to control, and start learning how to: 1. Pause before reacting. Sometimes clarity comes not from acting fast, but from listening deeply. 2. Name what’s real. Saying “I don’t know yet” builds more trust than pretending to have all the answers. 3. Ground in values. When the path isn’t clear, anchoring in what you stand for is often the most strategic thing you can do. 4. Create space for others. People don’t need you to have perfect certainty. They need presence, honesty, and belief. In moments of uncertainty—whether leading at scale or navigating one difficult decision—what matters most is not having the answer, but having the courage to lead with openness, ask questions, be curious and open. And the truth is, I’m still learning. I hope I always will :-) More on what I’m learning soon… #Leadership #CompanyCulture #Uncertainty #Coaching #GrowthMindset

"Leading Change with Conscious Leadership" Have you ever tried to lead change, only to be met with resistance, confusion, or complete disengagement? Studies show that 70% of change efforts fail – not because of poor strategy, but due to: ❌ Fear of failure or uncertainty ❌ Stakeholder misalignment ❌ Poor communication from leadership I’ve experienced this firsthand. Last year, I found myself in a high-stakes leadership challenge: 🔹 440 families impacted by an unwanted decision 🔹 Cultural resistance where “the impossible remains impossible” 🔹 A committee decision that was already set as a NO Yet, using the 3-Stage BEE MAYA & L.E.A.P. Framework, our coalition of 4 turned that NO into an 85% YES – in just 5 weeks. 💡 So, how do you lead change when no one believes it’s possible? 💡How do you transform resistance into momentum? In this newsletter, I break down: ✔ Why 70% of change efforts fail – and how to avoid it ✔ The BEE MAYA & L.E.A.P. Framework for navigating transformation ✔ Real-world strategies to align stakeholders & communicate change effectively 📌 Let’s dive in – and learn how to lead with courage, clarity, and impact. 🚀 👇 Read the full article below!

Navigating Leadership in Turbulent Times- A few days ago, I had an interesting conversation with a friend about how Non Profits are facing this period of  unknowns and instability. For organizational leaders, the role we play in guiding our teams and ensuring the stability and resilience of our organizations has never been more critical. Here are a few things I learned about leading through uncertainty- 1. Focus with Intent We are constantly being hit with a barrage of incoherent tweets, rash decisions, and contradictory messaging that can feel overwhelming. Reacting to everything will leave us scattered, unfocused, and ineffective. Leaders must prioritize their organizational goals and focus on what they are best equipped to address. 🔑 Choose your battles wisely and resist the urge to 'play whack-a-mole' with every issue. Not every fight is yours to take on, and sometimes, the wisest move is not to fight at all. Focused leadership drives meaningful impact. 2. Embrace Collaboration - In this season of uncertainty, collaboration is not optional—it’s essential. Community and partnerships have always propelled movements forward. 🤝 Build a collaborative work culture, encouraging your team to cultivate strong relationships both internally and externally.  Collaboration builds trust, and allows people to build upon their strengths and leads to better decisions and outcomes.   3. Flexibility & Adaptability -"Be stubborn about your goals but flexible about how you achieve them." Strategy is not a fixed plan but an evolving path to reach a predetermined destination. Recognize when adjustments are needed and model adaptability for your team. 📣 Communicate openly with staff about changes and align around shared objectives, even if absolute agreement isn’t always possible. Pathways can emerge when teams are nimble and solutions-oriented. 4. Support Your Staff- Amid external crises, organizational trust often becomes strained. Now is the time to double down on creating a supportive environment for your team.  Focus on the short-term goals and the long-term mission when conflict arises. Look for areas of agreement to rally around. 💡 Consider what your organization can offer during this period, whether that’s flexible policies, open communication channels, or empathetic leadership. Teams perform best when they feel valued and supported. 5. Safeguard Your Organization - If your mission runs counter to the incoming administration’s policies, preparation is key. 📋 Run a risk assessment and review your policies/processes to ensure compliance and readiness. Develop clear protocols and maintain a strong relationship with your legal counsel.  A proactive approach will protect your organization from unnecessary risks. I can say from experience that leadership in turbulent times isn’t easy, but it’s also an incredible opportunity to model resilience, inspire focus, and foster collaboration.

How Centered Integrity is the Antidote Leaders Need Now The recent HBR issue is entitled, “A Playbook for Courageous Leadership: Uncertain times call for bold action.” It reflects the stress that current business conditions are placing on leaders. But what is the impetus of that bold action? The qualities for identifying and championing it? Most importantly, as a leader, how do you focus those around you on it? As someone whose coachsulting™ practice is based on values-based leadership, I would argue that the answer is “centered integrity”. Centered integrity is the quiet superpower of senior leadership. It doesn’t trend on earnings calls or headlines or splashy presentations, yet it determines who’s still trusted after the cycle turns. Centered integrity is not perfection. It’s the disciplined habit of aligning decisions with your core principles, especially when no one is watching and when speed would be easier than truth. It’s knowing the difference between being strategic and being slippery. It’s the willingness to say, “Here’s what we know, here’s what we don’t, and here’s what we’ll do next.” Leaders rooted in principled clarity don’t need to prove, defend, or perform. Their life and leadership speak for themselves. Over time, people stop evaluating their statements and start betting on their character. Results still matter, of course, but credibility compounds. You attract talent that wants to build, investors who stay through weather, and teams who volunteer the hard facts early because they trust you’ll meet reality with respect. These results could not be more treasured than now. So how does one access centered integrity? Like most skills and attributes, the best avenue is practice. Here are some ways you can put the concept of centered integrity into action this week: • Name the non-negotiables before the fire drill. Example: “We will never announce a reorg before directly addressing teammates who will be impacted first.” • Tell the unvarnished truth once, clearly, and early. In other words, state the miss, name the root cause, and take accountability. • Choose one meeting to ask, “What risk aren’t we discussing?” Remember, inaction still has consequences, and courage is contagious. • Close with commitments you’re actually willing to be measured on. This reinforces that you can be counted on to speak clearly and act decisively. Power tests power. Character refines it. If you stay true to yourself when it’s hardest, you won’t need a spotlight because the work will illuminate you. And when the dust settles, the leaders left standing are the ones who stood for something. That’s the long game, and it always outperforms shortcuts.