Managing change in your organization

Earlier this year, I attended a Fundamentals in Coaching course through Co-Active, and I found it incredibly powerful and applicable—not just for individuals but for leaders in mid-sized companies facing challenges with change. The 2.5-day training left a lasting impression on me, shaping my approach to leadership and team engagement in transformative ways.

Before this experience, I assumed people sought out coaching primarily to address specific problems. However, the training helped me realize that the true power of coaching isn’t in solving discrete problems; it’s about helping people live their lives to the fullest. I believe this philosophy is equally valuable for small and medium sized companies striving to reach the next level while preserving their uniqueness.

Time and again, I see organizations in need of managing change focussing on the specific painpoint—whether it’s CRM implementation, data management challenges, acquisition integration, or compliance issues. Their attention is narrowed to finding a particular tool to fix a particular problem rather than driving wholesale change, which is more often cultural and positional. For instance, the best CRM in the world won’t yield results if leadership doesn’t buy into the principles of standardization and performance tracking. In mid-sized companies, where the organizational impact of every decision is keenly felt, choosing the wrong tool can not only stifle progress but also set back future change efforts.

Throughout my career, I’ve seen organizations fully transform and gracefully drive change, while others’ change programs stall without meaningful progress. The successful ones share two key characteristics:

1. The change initiatives are simple and often low-cost.
2. They address behaviors and actions.

Take CRM as an example. Implementing Salesforce won’t increase sales if no one uses it. The best results I’ve seen come from the simple, cost-free habit of weekly BD meetings using a basic spreadsheet, led by a leader who demands accountability and measurable outcomes. This approach—based on interrogation, accountability, and consistent tracking—is often enough for all but the largest global organizations.

The real challenge for leaders is to reflect on both the problem and the behaviors that will drive the solution, rather than focusing solely on tools. This approach can save significant resources by avoiding costly solutions that don’t deliver real benefits. If you’re interested in exploring this further or would like tips on change management for your unique organization, please feel free to reach out.