27 May Leading Through Change: Why Discomfort is Part of Innovation
Innovation and Change Doesn’t Always Feel Good: Why Discomfort is Part of the Process
Innovation is often portrayed as exciting, inspiring, and forward-thinking – and at its best, it can be all of those things. Yet the reality is that meaningful change is rarely comfortable. Whether you’re leading a strategic shift, driving cultural transformation, or exploring new ideas, discomfort is an inevitable – and necessary – part of the process.
Why Discomfort Often Accompanies Change
Change challenges the familiar. Even when you know a new direction is right, there’s often a sense of loss or uncertainty as you leave behind what feels safe. Discomfort arises because:
Our brains resist uncertainty. Familiar patterns are efficient and feel safe. Disrupting those patterns – even for something better – creates tension.
New habits require rewiring. The process of learning new skills or adopting new behaviors requires effort, practice, and patience.
Innovation invites vulnerability. Putting forward bold ideas – or letting go of familiar approaches – exposes us to criticism or self-doubt.
For leaders, this discomfort can be particularly challenging when others in the organization look to them for stability and confidence.
Discomfort as a Sign of Growth in Leadership
Instead of resisting discomfort, effective leaders recognize it as a sign that meaningful change is underway. When you’re stepping outside your comfort zone, you’re actively stretching your skills, challenging assumptions, and expanding your capacity. In fact, many of the most powerful leadership breakthroughs happen when leaders stay committed through discomfort.
How to Lead Through Change Using the Bridges Transition Model
The Bridges Transition Model offers valuable insights for navigating change. Developed by William Bridges, this model highlights that change itself is situational – such as a new role, a shift in strategy, or a structural adjustment – while transition is the internal, psychological process people experience in response to that change.
Leaders who understand this model can better manage their own transitions and guide their teams through change more effectively. The Bridges Model outlines three key phases:
Ending, Losing, Letting Go: This phase involves acknowledging what is being left behind. For leaders, this might mean recognizing the loss of familiar routines, roles, or identities. For teams, this phase requires empathy – allowing space for people to express uncertainty, frustration, or grief.
Leadership Tip: Support this phase by openly acknowledging what’s changing, what’s ending, and what emotions may arise. Encourage reflection on what has been meaningful about the past while reinforcing the purpose behind the change.
The Neutral Zone: This is the ‘in-between’ period where the old way is gone, but the new way isn’t fully established. This phase can feel chaotic or uncertain, but it’s also where creativity and new ideas often emerge.
Leadership Tip: Support this phase by encouraging experimentation, fostering open dialogue, and acknowledging the discomfort your team may feel. Be transparent about progress, even when things are still evolving.
The New Beginning: This phase is marked by clarity, renewed energy, and alignment with the new direction. Individuals and teams begin to adopt new mindsets, behaviors, and roles.
Leadership Tip: Celebrate progress and milestones. Reinforce how the new way aligns with team values and individual strengths to build momentum.
By applying the Bridges Transition Model, leaders can better understand their own reactions to change and create the conditions for their team to navigate uncertainty in a healthy and productive way. Navigating the discomfort of change requires both mindset and strategy. Here’s how to manage the tension productively:
Reframe Discomfort as Progress: Instead of seeing discomfort as a warning sign, view it as evidence that you’re doing important work. Ask yourself: What am I learning here?
Anchor in Your Values: Staying grounded in your core values provides clarity when uncertainty arises. Knowing what matters most can guide your decisions when emotions are heightened.
Break the Change into Microsteps: Incremental progress feels more manageable than attempting major change all at once. Focus on small, meaningful steps forward.
Embrace Reflection: Regular reflection helps you make sense of what’s happening, process emotions, and identify new insights that might otherwise go unnoticed.
Create Psychological Safety: Encourage your team to express concerns, voice ideas, and engage in open dialogue. Discomfort becomes more productive when people feel safe exploring what’s unfamiliar.
Leading with Courage Through Change
As a leader, your ability to model resilience and curiosity in the face of discomfort will shape how others respond to change. When you normalize the discomfort of growth – rather than avoiding or masking it – you create a culture where innovation thrives.
The path to meaningful progress isn’t always smooth – and it’s rarely comfortable. But when you embrace discomfort as part of the process, you unlock the potential for greater impact, deeper learning, and lasting change.
If you’d like to explore how you can navigate change more effectively – for yourself or your team – I invite you to reach out. I’d be happy to discuss strategies and tools to support you through the process.
Explore Coaching for Leading Through Change
If you’d like to navigate change more effectively – for yourself or your team – I invite you to reach out. Through Executive Coaching or strategic tools like the Bridges Transition Model, we’ll explore how to manage discomfort, lead with clarity, and create space for growth in times of transition.