The fourth article in a series on retiring services.
One of the realities of leadership is that not every decision will be met with agreement, especially when it involves change. In technology, where tools shape our daily work, even thoughtful transitions can feel disruptive.
In my last post, I reflected on the quieter side of retiring services, the sense of loss that can accompany letting go of something familiar. But sometimes the response is not quiet. Sometimes it is immediate and visible.
Leadership requires the courage to make hard calls, because doing the right thing is rarely the easiest path. Still, resistance is not something to bulldoze past.
Strong reactions should be examined carefully to understand what we may have missed and where we can do better. This is where effective change management matters most. If we know change will create disruption, then our responsibility is to see around the corner and anticipate challenges before they create unintended consequences.
Getting the message out is not the same as getting the change right. Communicating once is not enough. We often say that effective communication requires seven touches, in seven different ways, before a message truly lands. Even then, repetition alone does not guarantee readiness.
We need to continue strengthening how we anticipate and prepare for change by engaging earlier, pressure testing assumptions, sequencing more thoughtfully, and reinforcing communication consistently and clearly. We will not get every change perfect. But we can close the gap each time by listening carefully, adjusting quickly, and remaining present when feedback is hard.
Because stewardship is measured not only by what we invest in or retire, but by how we bring our community with us.
In my next post, I will share more about how we are building change readiness across IT@ND, one transition at a time.
Yours in ND,
Jane Livingston