Written by JoDee Curtis.

“Stability is not the absence of change.”
Many leaders assume that people want everything to stay the same, as we often say – and express – “people don’t like change!” What employees are really asking for, though, is honesty, clarity, and consistency. Stability is created when leaders tell the truth, stay present during difficulty, and help their teams understand what matters most. Otherwise, our teams “fill in the gap,” make assumptions, and create their own stories. Change is inevitable—our job is to be the steady anchor during the waves.

What emotional reactions do we see most often when teams are navigating change?

Reactions vary, but they’re almost always normal human responses to uncertainty. Some people over‑function, taking control, micromanaging, or trying to solve everything at once. Others under‑function, shutting down or withdrawing. We also see sarcasm, skepticism, quiet compliance, or anxiety. None of these reactions mean someone is “difficult.” They mean their nervous system is working overtime. Our job is to recognize the emotion beneath the behavior and calm it.

How can leaders help people move through the change curve?

The first step is to recognize there is a change curve and that our teams are on it, and not all at the same place at the same time! The Change Curve—adapted from Dr. Elisabeth Kübler-Ross’s five stages of grief (denial, anger, bargaining, depression, and acceptance)—is a model outlining the common emotional responses to major changes, particularly in organizations, and helps leaders guide staff from resistance to acceptance. We can smooth this transition by using four key anchors: clarity, consistency, connection, and credibility. When people know what matters most, when messages align with actions, when they feel seen, and when leaders are honest—even when they don’t have all the answers—people begin to re‑engage and experiment with the new reality. Those anchors help shorten the dip in morale and rebuild trust.

A simple three‑step leadership tool is one of the quickest ways to stabilize a team. How does it work?

• Name what you’re observing: “I’m noticing tension in our meeting today.”
• Normalize that reaction: “That makes sense—this change impacts your workload and creates uncertainty.”
• Navigate the next step together: “Let’s clarify what’s unclear and decide what support you need.” This approach immediately lowers defensiveness and opens a path forward.

What communication questions should leaders always answer during times of change?

Three simple ones:

1. What is changing?
2. What is not changing?
3. What do we do next?

Most leaders answer #1 and typically never answer #2. Stability comes from all three.

Why is self-regulation so important?

Because your nervous system enters the room before your words do. If leaders are frantic, rushed, or defensive, the team feels unsafe. When leaders slow their breathing, pause for 90 seconds, shift from urgency language to priority language, and speak calmly, they create psychological safety. Presence matters more than perfection.

 

Don’t aim to eliminate change—aim to be the steady, honest, grounded presence people can trust while change is happening. When you do that, you don’t just lead through disruption… you strengthen your culture, your relationships, and your team’s resilience. If you need help with leading through change management, Purple Ink can help. Just reach out!