Change management: five concrete tips from practice

Published on 10 June 2026 · Last updated on 15 July 2026

Five practical tips for change management

in short

We love quick results, and that is precisely a pitfall in change. Many journeys try to do too much in too little time and are abandoned too quickly, which demotivates the organisation. Five practical tips help avoid this: be realistic, make progress measurable, choose honest transparency, take account of shifting coalitions, and persevere. Together they form a level-headed guide to keeping a change process going until it really lands.

the pitfall: too much, too fast, given up too early

Even well-prepared changes often try to do too much in too little time. If the substantial results do not come quickly enough, the chosen approach is abandoned and people chase a new dream. The consequence is negative: employees see their efforts go unrewarded and wonder whether management knows what it is doing. Waiting then seems the best option. These five tips help break that spiral.

Tip 1 — be realistic

People and organisations can only handle a certain amount of change within a certain time. Use the organisation's "barometer": is it in a high- or low-pressure zone? Is the plan realistic, taking into account what is already on the shelf and what earlier changes taught?

Tip 2 — make visible where you stand

Make the change measurable. This makes the end goal clear and makes progress visible. A "measured" change allows you to substantiate adjustments factually instead of on gut feeling. And at the moment you think "I am tired, this is not working", such a well-founded insight is worth gold.

Tip 3 — transparency wins

Every change benefits from good communication, throughout the whole journey, not only at the start. Communication moments create enthusiasm and put those who contribute in the spotlight. The key: communicate honestly, no "good-news show". Also dare to talk about what is not working and where you need help.

Tip 4 — take account of changing coalitions

Those who pull the cart with you today may start to doubt tomorrow. Early detection of those signals allows you to respond adequately. An eclectic core team that forms a good reflection of the organisation can fulfil that barometer function.

Tip 5 — persevere, persevere, persevere

No change is easy; changing takes time — to accept, to try, sometimes to fail and to get all the carriages on the right track. As a leader you set an example: do not let yourself be thrown off by short-term setbacks. Keep the end goal in mind, without being blind to the road towards it.

"I'm strong to the finish, cause I eats me spinach." (Popeye)

Stefaan Compernol

Stefaan Compernol

Change expert and co-founder of SANGOO

Stefaan Compernol is a psychologist and co-founder of Sangoo/Alveare with over 25 years of experience in change management. By combining strong business insight with a deep understanding of team dynamics, he specialises in the human factor of organisational change and delivers creative, emotionally intelligent solutions for successful transformations.

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