Appetite to Enact Change

Leading the Human Side of Change with Care and Clarity

In schools, change is inevitable. Whether it’s new teaching practices, system reforms, or shifts in school culture, change is part of our professional rhythm. But while strategies and tools matter, they’re not enough on their own. Sustainable change doesn’t happen without people—and people experience change in deeply personal and emotional ways.

The continuum of change (Figure 1) offers a powerful framework for understanding the range of behaviours and emotional responses that can surface during change. More importantly, it helps leaders move beyond simply identifying where people are—it offers insight into how to lead them forward with empathy, clarity, and intentional action.

Figure 1

Let’s explore two of the stages on the continuum, what they might look like in practice, and how leaders can respond to increase the collective appetite for change.

Where do you think these personas sit on the continuum?

These two personas sit at very different points on the continuum—but both can derail momentum if not supported. Leading them well requires empathy, clarity, and intentional action.

Persona 1: Passively Hostile: The Wary Watcher

These individuals might not openly oppose change, but their actions—delays, silence, subtle negativity—signal discomfort or disengagement. Their resistance is often rooted in past disappointment, not apathy.

Behaviours you might see and hear:

• “I just don’t see how this will work in my classroom.”

• “We’ve tried this before. It won’t last.”

• Minimal contributions, strategic silence, low follow-through.

Leadership moves:

• Seek to understand, not convince. Invite them into dialogue: “What would help this feel different from the last time?”

• Rebuild trust slowly. Honour their experience, and give them low-stakes roles to safely re-engage.

• Model transparency. Share progress, admit missteps, and highlight quick wins. Clarity reduces cynicism.

• Leverage relational capital. Pair them with respected peers who model positivity without pushing too hard.

Goal: Shift them from passive resistance to cautious curiosity.

Persona 2: Engaged but Overcommitted: The Exhausted Enthusiast

These people are all-in—and that’s the risk. Their energy is valuable, but without support, they can become overwhelmed and disillusioned.

Behaviours you might see and hear:

• “I’m happy to do it—I just need a few more hours in the day!”

• Saying yes to everything but showing signs of fatigue.

• Difficulty letting go of tasks or trusting others to help.

Leadership moves:

• Set boundaries with care. Say, “We need your thinking, but not at the cost of your wellbeing.”

• Coach for sustainability. Help them prioritise and embrace ‘good for now’ over perfection.

• Offer shared leadership. Build their capacity to delegate and co-lead with others.

• Celebrate and recharge. Make space to pause and reflect on progress and impact, not just productivity.

Goal: Support them in moving from exhausted engagement to sustainable contribution.

Recognising where someone is on the Continuum of Change isn’t about labelling—it’s about leading. Every person on your team brings a story, a history, and a perspective. Your job as a leader isn’t to push them to the finish line, but to meet them where they are—and walk beside them toward meaningful change.

By responding to each stage with empathy, structure, and clarity, we don’t just drive initiatives—we grow appetite. The kind of appetite that leads to ownership, collaboration, and lasting impact.

Because change done to people won’t stick. Change done with people becomes culture.