If I were on the receiving end of change, I wouldn’t want a hero. I’d want HR leaders who are honest about what they know and don’t know. Leaders who listen, share information transparently, and admit uncertainty rather than sugar-coat or spin. I’d want them to check in with me as a human being, not just as a resource, and give me realistic expectations. I’d want them to stand up to senior leaders when needed, protect psychological safety, and make sure I had the support, tools, and clarity to do my job through the storm. Above all, I’d want them to model the behaviours they’re asking of everyone else – calm, clear, consistent, and human.
Tell it straight – no fluff.
Steady, honest leadership builds psychological safety. When leaders show up consistently, acknowledge what they don’t know, and communicate clearly, people feel safer to do their best work. Charisma can inspire, but confidence and consistency create stability – and in change, that’s what people need most.
Protect us from chaos, not just policies.
In local government and large organisations, change is constant – restructures, funding cuts, digital overhauls. There’s often a temptation to craft heroic narratives of transformation, but these grand stories rarely make it past the boardroom. Real change happens on the ground, in day-to-day conversations between managers and their teams. It succeeds when managers have the tools, support, and confidence to help their people adapt.
Bring humanity back to the role.
Change isn’t a project. It’s messy, unpredictable, and human. It means listening to frontline staff, understanding resistance, and acknowledging that change impacts people in deeply personal ways. Ignoring these realities leads to frustration, fatigue, and failure. Sugar-coating or over-hyping change only breeds cynicism.
Equip managers, don’t just email them.
Too many organisations drop a shiny strategy from above and expect it to trickle down. But managers are already overwhelmed. Instead of hype, give them realistic expectations. Hold space for tough conversations. Train them in active listening, empathy, and conflict resolution. Support them to lead with calm, clarity, and consistency. Change isn’t an event – it’s a process of building resilience over time.
At p3od, we work with councils and large organisations to build the confidence, capability, and resilience leaders need to guide their people through change. From coaching frontline managers to equipping leadership teams with practical strategies (not just big comms campaigns), we focus on what actually works: building strong relationships, listening well, and developing cultures ready for whatever comes next.
www.p3od.co.uk
I’m Marc O’Hagan – Director for the Federation of Small Businesses (FSB) and Organisational Development specialist for my own HR consultancy, p3od. I specialise in organisational development,…
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