The Delicate Dance of Managing Change

They say that the only thing that is constant is change. How does change affect the employees at an institution, especially when the change is at the top? Higher education, an industry that once upon a time saw presidents and chancellors lead institutions for decades in some cases, is now seeing leadership changes at the top nearly every six years. How does that affect faculty and staff? Robin M.L. Johnson, who is an expert in change management, joined “I Wanna Work There!” to discuss how institutional leaders, faculty and staff can manage major change at their respective institutions by keeping emotional intelligence at the center of the discussion.

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Key Takeaways

• Leadership Transitions Drive Uncertainty: Leadership changes often bring new policies, culture, and expectations, making them one of the most disruptive forms of institutional change.
• Emotional Intelligence is Critical for Change Leadership: Leaders with high emotional intelligence are better equipped to navigate change, manage employee emotions, and foster adaptability.
• Clear Communication Builds Trust: Employees need honest and consistent communication during times of change, even when the news is difficult. Transparency helps employees make informed decisions.
• Employees Control Their Response to Change: By framing change as an opportunity rather than a threat, employees can better manage uncertainty and find ways to grow.

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Episode Summary

Understanding the Difference: Change Management vs. Managing Change

Robin Johnson begins the conversation by distinguishing between change management and managing change. Change management is a formal methodology focused on guiding employees to adopt new initiatives, such as policies, technologies, or processes. Managing change, on the other hand, is a more personal and emotional approach. It involves understanding how to connect with employees on a human level to help them navigate uncertainty.

For example, while change management emphasizes steps and frameworks, managing change prioritizes the emotional journey of individuals impacted by the change. Both approaches are essential, but Robin emphasizes the need for leaders to build relationships and foster trust to manage the human side of transitions effectively.

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The Emotional Impact of Change on Employees

Leadership transitions are among the most disruptive types of change in any organization, and higher education is no exception. New leaders often bring new strategies, priorities, and even team structures, creating uncertainty for employees. Robin explains that emotional responses to change—such as fear, frustration, or excitement—play a major role in whether employees embrace or resist new initiatives.

To navigate these emotions, Robin highlights the role of emotional intelligence (EI) in leadership. Leaders with high emotional intelligence demonstrate self-awareness, flexibility, and impulse control, enabling them to guide employees through challenging transitions. For example, a leader who manages their own stress effectively can model calmness and stability, making it easier for employees to adjust.

However, Robin also notes that overly high levels of emotional intelligence—such as unchecked optimism—can create problems. Leaders must balance positivity with realism to avoid gaslighting employees or creating false hope.

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How Change Influences Employer Branding

Organizational change, especially at the leadership level, directly impacts how employees perceive their institution as an employer. High-performing employees, in particular, may leave if they feel unsupported or if the workplace becomes too uncertain. This turnover can weaken an institution’s employer brand, as employees become less likely to recommend the institution as a great place to work.

Robin emphasizes that communication is key to maintaining trust and stability during periods of change. Leaders should share updates transparently—even when the news is difficult—to help employees feel informed and respected. For example, if budget cuts are likely to result in layoffs, employees should be informed as early as possible so they can make plans.

Leaders must also consider how their decisions align with the institution’s values. Inconsistent messaging or decisions that contradict stated priorities (such as student success or equity) can erode trust and damage morale.

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Navigating Leadership Turnover in Higher Education

Eddie and Robin discuss the unique challenges of frequent leadership turnover in higher education. With college presidents now averaging less than six years in their roles—and some institutions experiencing turnover as frequently as every one to two years—employees often feel like they are in a constant state of transition.

Robin explains that this frequency of change creates a culture of uncertainty, making it harder for employees to engage fully or feel secure in their roles. She emphasizes that institutions must prioritize stability and clear communication during leadership transitions to maintain employee morale.

For employees, Robin advises adopting a mindset of adaptability. While it’s natural to feel apprehensive about change, viewing transitions as opportunities for growth can help employees stay resilient. For example, a leadership change might present opportunities to take on new responsibilities or pursue career development.

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Strategies for Leading Change Effectively

Robin offers practical advice for higher ed leaders to manage change effectively:

1. Communicate Early and Often: Transparency builds trust. Leaders should share as much information as possible, even when outcomes are uncertain. Employees appreciate being kept in the loop.
2. Prioritize Emotional Intelligence: Leaders must be self-aware, flexible, and empathetic to navigate the human side of change. Training programs can help develop these skills.
3. Create Opportunities for Growth: Change can be a chance to reimagine roles, projects, or departmental structures. Leaders should encourage employees to see change as an opportunity rather than a threat.
4. Acknowledge the Challenges: Leaders must be honest about the difficulties of change. By validating employees’ concerns, they can foster trust and collaboration.

For employees, Robin stresses the importance of self-agency. Change is inevitable, but employees can control how they respond. Viewing change as a chance to grow or take on new challenges can transform uncertainty into opportunity.

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