Using future intent to guide your team through change

I properly sucked at managing change in the past.

Recognising that not everyone embraces change at the same pace was one of my biggest “ah hah” moments in business which came pretty late.

It sounds so obvious now when I write it down or when someone tells you, but honestly, it’s not that obvious to entrepreneurial thinkers who are in the weeds every day.

You just want people to hear things once and do it (which is completely unrealistic).

If you’ve built your own business, you’ve no doubt become conditioned to embracing change and rolling with the punches. 

But for the rest of the team who haven’t been forged in that harsh environment, constant changes feel incredibly chaotic and frustrating. 

So what do you do?

One of the best things I heard this year was the line:

Communicate future intent —provide clarity on what’s next and why it matters.

When change is on the horizon, outlining future intent can help reduce ambiguity, build alignment, and give everyone the necessary time to come to terms with it. 

Here’s how we started to apply this approach to better manage change within our team:

1. Share the ‘Why’ Before the ‘What’

Change often disrupts routines and established workflows.

Teams have to think about what they’re doing today and then free up head space to consider the impacts of the new. In a busy workplace, it’s really difficult to manage.

Expecting people to just adopt it without context can create resistance. 

So before diving into the specifics, start by explaining why the change is happening. Make them aware of the problems or challenges you’re facing for example:

• Are you adapting to new market demands? 
• Is there a new opportunity to explore?
• Is this a step toward long-term goals? 

Showing the bigger picture or outlining the challenges helps your team connect the dots and find value in the transition.

2. Outline the Path Forward

Once the ‘why’ is clear, paint a picture of what the transition will look like. 

This is the bit we didn’t spend enough time on.

What we learned was, you have to lay out immediate steps, mid-term goals, and the eventual outcomes. 

Be specific about what each stage will involve, which team members will play key roles, who will be affected, and what support is available along the way. You can even go as far as anticipating some pain points that may pop up.

Your goal here is to reduce the feeling of uncertainty. Wherever there is a void in clarity, it normally gets filled with negative thoughts. 

Here’s an example of how that might sound: "Over the next three months, we’ll roll out [your project] in phases. The first month will focus on [Phase 1: specific actions], and by month three, we should be seeing [list ideal results]. We’ll be monitoring [metrics] as we go and will be ready to adjust the plan as we go."

The next bit is…

3. Invite Collaboration

We did an exercise as a team last year called The Moon Landing. 

We had to imagine our spaceship crashed on the moon and we needed to make our way to the rendezvous point as a team in a specific time. 

The point of it was to demonstrate that we made better plans listening to the group than going at it individually. It was a massive learning curve for overly confident people on our team (including me).

How that applies to this process is - It’s your job to point everyone towards the future direction, set expectations around time and quality, and then collaborate heavily on the details to execute. 

Encourage team members to ask questions, voice concerns, and share ideas that improve outcomes.

Not only are you more likely to nail your goals, it also helps uncover potential obstacles early on and fosters a culture where people feel valued and heard. 

4. Repeat and Follow Up

As the transition progresses, revisit the future intent you’ve outlined. 

Put it at the top of meeting documents. Sketch it if you’re artistic. Or ask AI to paint you a picture. 

Do whatever you can to articulate and reiterate the direction by providing updates on what’s working, areas for adjustment, and key learnings. 

This reinforces your commitment to transparency and accountability, which are vital for trust and confidence during this process.

Here’s how that might sound: "We’re on track with [specific part], thanks so much for your input, we’ve made adjustments to [specific parts]. Here’s what to expect in the coming weeks…"

Let's Recap...

When change is communicated with intent, clarity, and purpose, it becomes easier for your team to adapt. 

The bit I got wrong wasn’t moving too fast, it was skipping over the critical steps or leaving people out of the communication entirely. 

Every single time I did that, there was resistance which slowed the process down and compromised the outcomes.

Communicating future intent isn’t about just sharing what is happening, but also why it matters and how it fits into a larger vision. 

Then it’s your job to help connect the dots like you're filling in a giant dot-to-dot drawing together.

I hope this helps you make something in your business better.