The biggest challenge we run into when supporting growth within companies, is the concern over change. Growth is often spoken about as if it should happen quickly and neatly. The reality is much more human. Change affects people in different ways and it rarely moves in a straight line. Some team members welcome it. Others feel unsettled by it, and some simply need more time. None of this is failure or wrong, it’s simply what real growth looks like.

We come back to a line from Michelle Obama which captures the heart of this work: “If you are always operating within your comfort zone, you will never know what you are capable of.” For many teams, change is exactly that. Stepping beyond comfort and moving into something unfamiliar. It takes patience and as a consultant or a leader its important to remember that the balance of pressure and understanding is what makes real progress possible.

Change is not for everyone at the same time

One of the biggest misconceptions we see in organisations is the belief that people who hesitate are resisting. In our experience, hesitation is usually protection. People are safeguarding what they know. They are checking the ground before they step forward. They are adjusting.

When someone has been in a business from the earliest days, the company is not just a workplace. It is a history they helped build. They remember the difficult moments, the hard choices, the early wins. Their caution is not a barrier. It is experience. Treating this with respect is essential if change is going to last.

The value of those who were there at the beginning

Foundational team members carry knowledge that no consultant can replicate. They know the reasoning behind old processes, the relationships that hold departments together and the decisions that shaped the organisation. Their perspective is vital during periods of growth.

When new ideas are introduced without acknowledging what came before, teams fracture. When the past is honoured and used as a foundation, early team members become strong anchors for the next stage. Their insight can help avoid repeating mistakes. Their steadiness can help newer staff navigate uncertainty.

Change that ignores long standing team members will always be weaker than change that includes them.

The right way to introduce new processes

Effective change is rarely fast. It is rarely clean. It asks people to unlearn habits and build new ones. There will be questions. There will be moments of doubt. Good change makes space for this rather than forcing everyone forward at the same pace.

We encourage organisations to treat change as something layered. People need clarity. They need time to absorb information. They need to see the reasoning behind new decisions. They need room to speak openly without fear of being labelled negative.

Change should feel challenging, but it should not feel unkind. When people feel rushed, communication becomes defensive. When they feel supported, communication becomes open.

The best change work we see is steady, structured and thoughtful. It respects the past, makes sense of the present and guides the team into the future with purpose.

Standing strong in decision making

Every period of growth requires moments where leaders must hold the line. New processes will be questioned. New systems will feel uncomfortable. It is tempting to bend to pressure for the sake of keeping the peace.

But clarity matters. If a new way of working is essential for long term progress, it must be given time to land. Standing firm does not mean being rigid. It means communicating the reason behind the decision with consistency. It means listening without losing direction. It means staying calm when the room feels uncertain.

Patience is not weakness here. It is leadership.

The role of the consultant

Our role is not to change an organisation. It is to guide it. We offer recommendations based on what we see. We highlight patterns. We bring structure. But the pace belongs to the team.

Teams need to try things for themselves. They need to discuss, test, question and understand. When they are given the time to do this, change gains roots. When it is imposed too quickly, progress fades as soon as the pressure lifts.

Some projects take longer than leaders expect. But with time, people begin to adjust. Ideas settle. Confidence builds. What felt uncomfortable at first becomes normal. Progress arrives not with force, but with steady reinforcement.

Practical ways to support teams through a new era

Give context before instruction
Explaining the reasoning reduces anxiety and helps people see the logic behind new choices.
Invite questions and give them real attention
This turns uncertainty into understanding and prevents small concerns turning into resistance.
Acknowledge the organisation’s history
Teams feel more secure when the past is respected rather than dismissed.
Move in steps rather than leaps
Small, manageable shifts build confidence and reduce overwhelm.
Assign early team members meaningful roles
Inclusion strengthens commitment. Exclusion weakens trust.
Create regular touch points for reflection
Short check ins help people process change gradually and stop issues from building quietly.
Hold boundaries with calm consistency
Kindness does not mean abandoning structure. People rely on clarity.

Author - Stephanie Johnson, Growth Marketing Consultant

Patience in growth: why steady change works