Don't Announce Change. Sell it.

An announcement informs people of a decision. A sale invites them to be part of it.

You’ve seen it a hundred times. The all hands meeting is called. The senior leader stands up, clicks through a dense PowerPoint deck, and announces the new strategic direction. The presentation ends, there is polite applause, and everyone goes back to their desk whispering about how this new initiative is doomed to fail.

When you announce change, you are treating your team like passive recipients of information. You trigger their fear, their skepticism, and their resistance. You are telling them what is going to happen to them.

A servant leader understands that their most important job during a transition is not to be an announcer. It is to be a salesperson. You are not issuing a decree. You are making a compelling case for a better future and inviting your team to build it with you. You have to sell the change to three distinct parts of every person on your team.

First, you must sell to the Head.

This is the logical part of the sale. Your team needs to understand the why behind the change. You must present a clear, data driven, and intellectually honest case. What has changed in the market? What threat are we facing? What opportunity is in front of us? Do not sugarcoat the reality. People are smart. They will respect a leader who trusts them with the unvarnished truth.

Second, you must sell to the Heart.

This is the emotional part of the sale. Logic is not enough. Every person on your team is listening for the answer to one question: “What does this mean for me?” You must answer that question directly.

How will this change make their work more meaningful?

How will it reduce their frustration?

How will it create new opportunities for their growth?

If you cannot connect the change to their personal and professional lives, you will never get their full commitment.

Third, you must sell to the Hands.

This is the practical part of the sale. A grand vision without a clear first step is paralyzing. You must give your team something tangible to do right now. Do not overwhelm them with a complex project plan. Give them a simple, achievable, and immediate action. This makes the change feel real and gives them a sense of agency.

Stop making announcements. Start building belief.

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REMEMBER

An announcement informs people of a decision. A sale invites them to be part of it.

REFLECT

1. When I last led a change, did I spend more time preparing my presentation or preparing for my team's questions and concerns?

2. Can I clearly articulate what is in it for my team in our current change initiative?

RESPOND

What is the single most compelling logical reason (the Head) for our next big change, and how can I communicate it more clearly?