From Turbulence to Traction – And How To Keep Up When Change Comes Quick

Hi, I’m Clint, founder of C-Sure Consulting. In this week’s edition of C-Shorts, I’ve been thinking about why some change projects feel easy and others seem to take a lot more effort. I’ve certainly experienced both, and looking back, the difference was often down to how people were supported through it. That reflection was prompted by a great webinar I joined this week with Patrick Lencioni, where he talked about the human side of transition...

🕯️ Endings, Emotions, and Everything in Between Rather than talk through his own work in this webinar, Lencioni started by referring to William Bridges’ work on transitions. Bridges' 'Surviving Corporate Transition' is actually one of the most useful and practical frameworks I’ve come across. He talks about transitions having three stages. Interestingly, you start with the 'Ending' first. This is where you have to let go of the old ways. Then, the 'Neutral Zone', which is the messy middle where the old way has gone but the new way hasn’t quite landed. And finally, the 'New Beginning', when things settle and confidence can start to come back in.

The ending is the part organisations often rush through, or forget to include altogether, but this is where people feel it the most. They might be letting go of routines that gave them certainty, the process they were used to, or simply the comfort of knowing exactly how things worked before.

This ties closely to the seven types of loss Lencioni also referenced... The Seven Types of Loss People Feel During Change

• Control – Losing influence over how work is done

  
  

• Meaning – Feeling unsure why the change matters

  
  

• Competence – Worrying they might not be as capable as before

  
  

• Familiarity – Losing routines, habits or known ways of working

  
  

• Status – Feeling less valued than before

  
  

• Community – Changes to relationships, team dynamics or belonging

• Future – Uncertainty about what lies ahead

The top two stand out for me because they’re the ones I see most often.

Loss of control can be a familiar feeling in supply chain environments where flow, timing and predictability are so important. Even small changes can shake people’s confidence. And loss of meaning is less obvious but can be more impactful. It affects how people understand the purpose behind the shift, and how their work fits into the bigger picture. Viktor Frankl’s work touches on this beautifully. When meaning fades, progress slows. When purpose is restored, people naturally begin to re-engage.

Understanding and dealing with these losses early in the process makes a lot of sense, and changes how we approach change completely. It also challenges a lot of the old textbook thinking.

🧭 Finding Stability in the Middle of the Mess

The 'Neutral Zone' is the part most leaders tend to overlook because it’s ambiguous, unpredictable and can feel uncomfortable. But it’s also where the real progress begins. People start questioning things that were previously taken for granted. And if they feel supported, this becomes one of the most creative and constructive phases in the entire journey.

People in this middle phase need practical reassurance, but they also need emotional attention. This is where the 'Two C’s' come in: 'Care' and 'Concern'. I used to jump too quickly into fixing mode when someone raised an issue, at home or at work. I thought offering solutions was the best way to help. But over time, I’ve realised people often need something much simpler. Proper listening, space to talk, and someone who shows they understand. When people feel cared for, they will be much more open to what's going on.

As well as the 'Two C's', we have the 'Four P's': 'Purpose', 'Picture', 'Plan' and 'Part'. 'Purpose' helps people reconnect with meaning. A 'Picture' gives them something clear to hold onto. A 'Plan' removes unnecessary guesswork. And 'Part' shows them their role in the process. When people know their part, they feel more ownership, and with that comes real progress.

Team dynamics also play a vital role. Thinking back to what I know of Lencioni's own work, high-performing teams are built on trust. And trust creates space for healthy conflict. The best teams I’ve worked with were the ones who challenged ideas openly, without fear. That healthy conflict brings everything out into the open and helps everyone move together through the uncertainty. 🧩 Trust, Truth, and Teamwork

As well as watching webinars, my APICS CTSC studies are helping me put more structure around things I’ve already seen firsthand. I'm currently working through the 'Preparing for Supply Chain Transformation' module, which emphasises readiness, involvement and clarity long before the technical steps begin. It reinforces the idea that transformation isn’t something you can push onto people. You build the conditions for it by engaging them early, understanding their concerns and giving them confidence in the direction of travel.

It has reminded me of lessons I’ve learned many times over throughout my career. I’ve pushed change too quickly at times. I’ve tried to fix things instead of listening properly. I’ve underestimated the emotional impact of seemingly small losses. And I’ve sometimes focused too much on the process when people were still working through the transition.

These days, I know to slow down, involve people earlier and give more attention to the emotional side of the journey. When people feel involved and understand why the change matters, they move together with much more confidence. Progress becomes something the whole team builds together, and success becomes much more likely.

🤝 Let’s Keep Connected Writing this week’s blog has reminded me that change can happen in an instant, but the transition that follows needs time, patience and care. And from what I've seen, the two things that help people most are feeling in control and understanding why it matters.

How about you?

What experience has taught you the most about navigating through change?

I’d love to hear your thoughts. Until next time...

💡 C-Sure Shortcut of the Week

You can’t control the waves. But the ship is steadier when everyone’s on board.