Why Vague Leadership is a Change Killer.

Last month, we looked at Kim Scott’s Radical Candor and why it matters to both care personally and challenge directly. But how do we really use this approach when a big transformation gets complicated?

In my 20 years leading global transitions, from SAP S/4HANA launches to complex M&A integrations, I’ve seen leaders try to be “nice” by protecting their teams from the tough parts of change.

But as Brené Brown teaches in Dare to Lead, “Feeding people half-truths to make them feel better is unkind.”

If we are unclear about the reasons or impact of a change, people fill in the gaps with their own fears, which can stop progress. At Change at Hand, I believe real fairness means having the courage to be honest, even if you don’t have every answer yet.

Part 3 of 6: Susceptibility and the Human Side of Change

To lead with kindness this week, here are 3 actions you can take from the Dare to Lead framework:

1. Paint Done: Don’t just give out tasks. Explain clearly what a finished job looks like to help ease anxiety.
2. Name the Elephant: If a change means losing something, like an old system or a familiar routine, say so. Recognizing the struggle is fair to everyone.
3. Choose Courage over Comfort: Have the “hard” 10-minute conversation today rather than letting a rumor simChoose Courage over Comfort: Have the tough 10-minute conversation now instead of letting rumors grow. Telling the truth with empathy is a key part of good leadership.ver 300 change agents to understand that technical readiness is nothing without human trust. We must be brave enough to be clear.

How do you use “Clear is Kind” when you have to share tough news during a change?