Leading Change In the Real World: Human-centred Strategies

Most organisations instinctively prepare for the technical and structural sides of transformation, but there’s a risk in overlooking the human side of change management in SA. When employees’ fears and reactions to change aren’t considered, it inevitably leads to costly failures, disengagement, and wasted investment.

Only by learning how to win employees’ hearts and minds during planned transitions will you keep your change initiatives on track. The people experts at Orgro show you how.

Why the Human Side of Change Management in SA Matters

Some studies estimate that around 70% of organisational change programmes fail because they focus primarily on logistics and strategy while overlooking employees’ resistance and emotional reactions. When it comes to change management in SA, the human element is the cornerstone of effective transformation.

South African businesses can strengthen trust and boost performance by prioritising staff morale, encouraging buy-in, and maintaining open, two-way communication.

Spotting Employee Resistance Early

Employee resistance is a typical reaction to change, whether it results from uncertainty, mistrust, or comfort in “how things have always been”. Even the mere rumour of change can trigger anxieties about job security, workload, or loss of authority. Recognising early indicators such as absenteeism, withdrawal from discussions, or scepticism allows managers to address issues before they escalate.

Having a people-centric approach to change management in SA requires leaders to view resistance not as a problem but as a valuable source of feedback. Open forums, suggestion boxes, and group chats can help bring any hidden concerns to the surface and enable management to react appropriately and promptly.

The Importance of Planned Communication

Clear, engaging communication plans are crucial for a people-first approach to change. Relying on a single email announcement or formal address by the CEO is a recipe for doubt and mistrust. Successful leaders prioritise communication that considers employees’ varied learning styles and personalities. Some need written briefs to analyse and absorb details, while others thrive on face-to-face discussions or explanatory visuals.

A comprehensive communication plan should include:

• Regular updates that explain the why, what, and how of the change
• Opportunities for employees to ask questions and get honest answers
• Actionable steps that clarify expectations and eliminate ambiguity
• Dedicated channels to address concerns quickly and publicly

By including a communication plan, the human role in change management will remain central, promoting understanding and minimising resistance.

Change Champions: the Internal Influencers Who Drive Buy-in

Identifying suitable change champions within an organisation is one of the most effective ways to build credibility and trust. These individuals, respected by their peers, help build bridges between leadership and the workforce by demonstrating the right behaviours and openly advocating for the proposed changes.

Change champions bring energy to steering groups, spread factual information, and nip unfounded rumours in the bud. Because of their informal networking skills, they are invaluable for managing dissension and encouraging two-way dialogue. When trusted colleagues are at the helm, gaining compliance is much easier.

Strategies to Overcome Fears and Gain Acceptance

The human side of change management in SA demands a blend of empathy and expertise. Employees’ fears, whether of redundancy, incompetence, or loss of authority, are best tackled transparently. Proven strategies include:

• Acknowledging concerns and validating emotions without judgement
• Providing targeted training and development opportunities to address competency gaps
• Celebrating small wins and rewarding early adopters of change
• Presenting new routines as opportunities, not threats, showing how changes align with individual and company values

Empathetic leaders perceive fear as a sign that more explanation, reassurance, and support are needed.

Building Lasting Buy-in

Lasting buy-in cannot be achieved through enforced compliance. People co-operate more willingly when they feel respected, appreciated, and involved in the change process. Seeking their input on implementation, inviting feedback, and publicly recognising their contributions builds the emotional commitment essential for long-term transformation.

Organisations that prioritise the human side of change management in SA consistently outperform those that see staff as obstacles or afterthoughts. When every employee feels seen and heard, change, no matter how disruptive, becomes a shared mission rather than an imposition.

The Way Forward Towards Positive Change

Ignoring the human side of change management in SA is not an option for any organisation that’s serious about sustainable progress. Instead, they need to take proactive steps to identify employee resistance, invest in communication plans, and empower change champions. With empathy and engagement at the core of the change management strategy, leaders can create an environment of acceptance, enthusiasm, and willing co-operation.

Partner with Orgro today and receive a tailored change management strategy for your business.