Most entrepreneurial managers are open to change.

Not just in a passive, able to roll-with-the-punches kind of way, but in an active let’s-shake-this-thing-up kind of way.

In their enthusiasm, they can forget that maybe not everyone else is so comfortable with change. That other people might be more at ease in a groove – not stuck in it so much as merrily tracking along – knowing how things are organised and where everyone sits.

Even well thought out, perfectly planned change takes time.

Some of it because of active resistance – when you have to call out the nay-sayers and deal with push-back from vested interests.

But a bigger portion is simply because people are unsure about how things will settle and that it will all work out. Mostly just nervous.

So tell them the why. Explain the diagnosis and prescription, and lead them down the path.

Skippy strategy: Lead change with the why.