I’ve seen a huge change programme mandated from the top, and five years later, it still wasn’t accepted by employees, nor fully understood by customers. After recently reading in Diary of a CEO that:
“Pressure we view as voluntary, meaningful and high in autonomy is received as a privilege. Conversely, compulsory, meaningless, low-autonomy pressure feels more like psychological pain,” I realised why that previous programme failed. It felt compulsory, meaningless, and low-autonomy and I can honestly say, it caused me psychological pain too. That experience has shaped how I want to work going forward: I want to do everything in my power to avoid working like that.
When I work with clients preparing for B Corp certification, it’s a type of change programme. For me, it’s deeply meaningful, and I prioritise rolling it out in a way that gives teams high autonomy. It’s meaningful because its purpose goes beyond profits: it’s about benefiting all stakeholders connected to the business, while ensuring the company is socially and environmentally responsible.
I empower people in a few practical ways:
● Inclusive workshops: I co-create initiatives with teams, giving them a voice in shaping how the changes are implemented.
● Tailored training and support: I provide resources and guidance so employees can understand why the change matters and how it connects to their roles.
● Visible recognition of contributions: Celebrating when teams implement new practices or make sustainability improvements, so people feel their impact is valued.
● Autonomy in decision-making: Rather than prescribing exactly how to act, I help teams explore options and make choices that fit their context.
● Ongoing dialogue: Creating spaces where employees can share concerns, ask questions, and influence the programme as it evolves.
Of course, I follow the B Corp requirements. But I also bring in my broader experience to help businesses implement change in ways that energise people, rather than drain them. Change programmes can succeed, but only when they are human-first, purposeful, and empowering.
I’d love to hear from others: what have your experiences been of large organisational change? A privilege or psychological pain?
This is one simple tool I’ve used to support teams through change in a more human, grounded way.