Use conversation, feedback and clear communication to support different needs, without treating personality categories as predictions of behaviour.
When an organisation introduces a change, people respond in different ways. Some ask detailed questions straight away, some want time to think, some are enthusiastic and some are cautious or concerned. It can be tempting to explain these differences through personality labels, but that explanation is usually too simple. A person’s response to change is shaped by their role, workload, experience of previous changes, personal circumstances and how much the change affects them directly.
This article sets out a practical approach to understanding and supporting individual needs during change, based on conversation, adaptable communication and attention to the conditions people are working in.
Ask people what support they need
People can respond differently to a change because of their responsibilities, experience, workload and circumstances. Start by listening rather than assuming a fixed reaction from a personality label.
Offer a clear explanation of the purpose and give people different ways to ask questions, contribute or review information.
The most reliable way to understand what someone needs is to ask them. That sounds obvious, yet many change programmes rely on assumptions about how particular groups will react. A short, structured conversation between a manager and each team member can reveal far more: what the person understands about the change, what concerns them, what they will need in order to adapt and whether anything in their current situation makes the timing difficult.
Consider an illustrative scenario. A team is moving to a new case management system. One colleague appears reluctant and asks many questions in meetings. A manager might interpret this as resistance. A conversation reveals that the colleague handles the most complex cases and is worried that the new system will not accommodate them. Their questions are useful, and involving them in testing improves the rollout for everyone. Another colleague says little but is privately anxious because they are returning from leave shortly before go-live and fear falling behind. A short catch-up session addresses the concern directly.
Offering several routes for input matters because not everyone is comfortable raising concerns in a group. Written feedback, one-to-one conversations and anonymous channels all help people contribute in a way that suits them.
Use assessments with appropriate limits
Some teams use structured assessments as prompts for discussion about preferences. If used, explain their purpose and limitations and involve suitably qualified practitioners where appropriate.
Do not treat an assessment as a reliable prediction of an individual’s reaction to change, or use a simple category to decide their opportunities, suitability or support needs. Consider privacy, consent and how the information will be used.
Where a team chooses to use a preference questionnaire or similar exercise, it is best treated as a conversation starter rather than a source of conclusions. It may help people reflect on how they like to receive information or work with colleagues. It should not be used to predict how someone will behave, to decide who is suited to a new role or to determine what support a person receives.
There are also practical and ethical considerations. People should understand why an assessment is being used, who will see the results and how long they will be kept. Participation should be voluntary where possible. Results should not be shared more widely than the purpose requires. If an organisation cannot answer these questions clearly, it is better not to use the assessment at all.
A common pitfall is allowing a label to become a shortcut. Once a colleague is described as a certain type, their concerns may be dismissed as characteristic rather than examined on their merits. That can mean missing important information about the change itself.
Make communication adaptable
Provide a consistent core message in formats people can use. Some may value a discussion; others may need written information, time to reflect or practical demonstrations.
Ask whether the communication helped and adjust based on feedback. Avoid assuming that a preference applies to everyone with a particular personality type.
The core message about a change should be the same for everyone: why it is happening, what will be different, when it will happen and where to get help. How that message is delivered can and should vary. A briefing meeting suits people who like to ask questions in the moment. A written summary helps those who prefer to read and reflect. A short demonstration or recorded walkthrough shows how a new process or tool works in practice. A single, well-organised place for information, such as an intranet page, helps people return to the detail when they need it. Our intranet and branding programme for an internal services team shows how a clear, consistent home for information supports this.
Accessibility is part of adaptable communication. Materials should be readable, available in formats that work with assistive technology and timed so that people working shifts, part-time or remotely are not left out.
Questions worth asking after each round of communication include:
- Do people understand what will change for them specifically?
- Did the format work for those who needed the information most?
- What questions are still being asked, and what does that suggest is missing?
- Has anyone been left without the information they need?
Support teams through the work
Clarify responsibilities, provide learning opportunities and review where workload or process issues create difficulty. Managers and change teams should work together rather than locate the explanation solely in individual personality.
When people struggle with a change, the cause is often practical. They may not have had enough time to learn the new approach, the process may contain steps that do not work as intended or their workload may leave no room for adjustment. Looking first at these conditions is fairer to individuals and more likely to resolve the underlying issue.
Managers are usually closest to these issues, and they need support from the change team to address them. Regular check-ins between managers and the people leading the change help surface problems early, whether that means adjusting a training plan, simplifying a process step or rebalancing work for a period. Learning should be close to the real task, with follow-up support available once people start using the new approach.
A further pitfall is treating the end of formal training as the end of support. Many difficulties only appear once people are working with a change day to day. Keeping a route open for questions for some weeks after go-live helps people build confidence.
Where to start
A practical first step is to plan structured conversations between managers and their teams before the change begins, agree a consistent core message, and decide which formats will be used to share it. From there, feedback can guide adjustments to communication, training and support.
Glyz supports change planning, communication and training around the actual needs of teams. Through our capability and change service, we help organisations set clear responsibilities and provide practical support during the transition.
