Change is inevitable. Whether in business, communities, or our personal lives, change is a constant—and in every instance, someone is leading it. Leadership during change is not limited to formal positions or job titles. Every day, in countless ways, individuals step into roles that influence, guide, and support others through transition. The question is: what kind of change leader do you want to be? In many traditional models of leadership, success has been closely associated with visibility, authority, and control. Taking the stage, owning the message, and driving the agenda were seen as hallmarks of strong leadership. But the evolving needs of organisations, teams, and individuals are reshaping this definition.
Today, impactful change leadership is increasingly defined by empathy, collaboration, and the ability to elevate others. The most effective leaders in times of change are those who recognise the value of shared ownership and collective strength. They don’t just lead through others—they lead with them.
This mindset challenges the notion that leadership is about being in the spotlight. Instead, it proposes a different approach: one where leaders actively seek out and uplift those with the expertise, perspective, or passion needed to address a specific challenge. It’s about creating space for others to step forward and shine.
For instance, in the context of a complex transformation programme or organisational shift, it can be tempting for senior leaders to deliver every message themselves. However, recognising when another voice can better connect with the audience—especially on topics like well-being, inclusion, or cultural change—can significantly enhance the impact. This isn’t a sign of weakness or lack of capability; it’s a strategic and thoughtful act of leadership.
When organisations embrace this philosophy, the benefits are clear. Teams feel more empowered. Trust grows. People begin to see themselves as active participants in the change, not just passive recipients. And, crucially, a culture of mutual support and shared success begins to take root.
This approach to leadership also challenges the deeply embedded culture of competition that still exists in many workplaces. Rather than seeing colleagues as rivals, change leaders can foster environments where collaboration is the norm and where celebrating others’ strengths is part of the daily rhythm. In this kind of culture, success is not defined by who has the most airtime, but by how well the collective moves forward.
That’s the kind of change many professionals are now striving to lead—one that prioritises people over personal recognition, one that sees business not as a zero-sum game but as a shared journey. Change leadership in this form is about setting the tone, modelling inclusive behaviours, and ensuring the voices around the table reflect the diversity of experiences and ideas required to solve today’s complex problems.
Of course, leading change in this way is not without its challenges. It requires confidence, not in one’s dominance, but in one’s ability to bring out the best in others. It requires resilience in the face of obstacles, and clarity of purpose when priorities shift. And it requires leaders to stay grounded in their values, especially when the pressure is on to perform or to take credit.
Ultimately, every moment of change presents a choice. Do we lead in a way that seeks control, or in a way that empowers others? Do we dominate, or do we invite? Do we compete, or do we collaborate?
The answer may look different depending on the context, the team, and the goal. But one thing is constant: the leaders who create meaningful, lasting change are those who choose to lead with openness, humility, and a genuine desire to lift others as they climb.
This philosophy isn’t limited to the workplace. It applies to all spheres of life—family, community, education, and beyond. In each of these settings, the opportunity to lead with intention is present. And in each of these settings, individuals have the power to shape not only outcomes, but the experiences of everyone involved in the process.
So, the question remains: what kind of change leader do you want to be?
Do you want to be someone who sees leadership as a platform for personal success, or as an opportunity to enable collective growth?
Do you want to lead by example in a way that invites participation, encourages diversity of thought, and builds trust?
Do you want to contribute to a culture where people are not just managed through change, but actively engaged and supported in it?
These are not rhetorical questions. They are at the heart of effective, human-centred leadership. And they are worth revisiting again and again.
Change will keep coming. That’s a given.
But how we choose to lead it—that’s up to us.
Jennifer Bryan is a published author, speaker and Director of Change and Leadership, who has worked with nearly 40 different organisations across multiple industries. She is also a Non Executive Board Member of the ACMP (Association of Change Management Professionals) UK Chapter. She believes in helping people – in whatever capacity she can – by making sure people are thought of first, last and throughout change projects and programmes. She has created a unique leading change framework, the ABChange Model, and uses her commercial insight to help lead people in change. Jennifer is author of Leading People in Change – A practical guide.
April 23, 2025
What kind of change leader do you want to be?
by Jennifer Bryan • Business, Comment, JB
Today, impactful change leadership is increasingly defined by empathy, collaboration, and the ability to elevate others. The most effective leaders in times of change are those who recognise the value of shared ownership and collective strength. They don’t just lead through others—they lead with them.
This mindset challenges the notion that leadership is about being in the spotlight. Instead, it proposes a different approach: one where leaders actively seek out and uplift those with the expertise, perspective, or passion needed to address a specific challenge. It’s about creating space for others to step forward and shine.
For instance, in the context of a complex transformation programme or organisational shift, it can be tempting for senior leaders to deliver every message themselves. However, recognising when another voice can better connect with the audience—especially on topics like well-being, inclusion, or cultural change—can significantly enhance the impact. This isn’t a sign of weakness or lack of capability; it’s a strategic and thoughtful act of leadership.
When organisations embrace this philosophy, the benefits are clear. Teams feel more empowered. Trust grows. People begin to see themselves as active participants in the change, not just passive recipients. And, crucially, a culture of mutual support and shared success begins to take root.
This approach to leadership also challenges the deeply embedded culture of competition that still exists in many workplaces. Rather than seeing colleagues as rivals, change leaders can foster environments where collaboration is the norm and where celebrating others’ strengths is part of the daily rhythm. In this kind of culture, success is not defined by who has the most airtime, but by how well the collective moves forward.
That’s the kind of change many professionals are now striving to lead—one that prioritises people over personal recognition, one that sees business not as a zero-sum game but as a shared journey. Change leadership in this form is about setting the tone, modelling inclusive behaviours, and ensuring the voices around the table reflect the diversity of experiences and ideas required to solve today’s complex problems.
Of course, leading change in this way is not without its challenges. It requires confidence, not in one’s dominance, but in one’s ability to bring out the best in others. It requires resilience in the face of obstacles, and clarity of purpose when priorities shift. And it requires leaders to stay grounded in their values, especially when the pressure is on to perform or to take credit.
Ultimately, every moment of change presents a choice. Do we lead in a way that seeks control, or in a way that empowers others? Do we dominate, or do we invite? Do we compete, or do we collaborate?
The answer may look different depending on the context, the team, and the goal. But one thing is constant: the leaders who create meaningful, lasting change are those who choose to lead with openness, humility, and a genuine desire to lift others as they climb.
This philosophy isn’t limited to the workplace. It applies to all spheres of life—family, community, education, and beyond. In each of these settings, the opportunity to lead with intention is present. And in each of these settings, individuals have the power to shape not only outcomes, but the experiences of everyone involved in the process.
So, the question remains: what kind of change leader do you want to be?
Do you want to be someone who sees leadership as a platform for personal success, or as an opportunity to enable collective growth?
Do you want to lead by example in a way that invites participation, encourages diversity of thought, and builds trust?
Do you want to contribute to a culture where people are not just managed through change, but actively engaged and supported in it?
These are not rhetorical questions. They are at the heart of effective, human-centred leadership. And they are worth revisiting again and again.
Change will keep coming. That’s a given.
But how we choose to lead it—that’s up to us.
Jennifer Bryan is a published author, speaker and Director of Change and Leadership, who has worked with nearly 40 different organisations across multiple industries. She is also a Non Executive Board Member of the ACMP (Association of Change Management Professionals) UK Chapter. She believes in helping people – in whatever capacity she can – by making sure people are thought of first, last and throughout change projects and programmes. She has created a unique leading change framework, the ABChange Model, and uses her commercial insight to help lead people in change. Jennifer is author of Leading People in Change – A practical guide.