When organisational change happens at work, people don’t all react the same way - and reactions can shift day to day.
This change response cheat sheet supports managing change by helping line managers understand how people typically respond during a change management process, the wider change process, and how to lead with empathy, clarity and consistency.
It gives you practical examples, simple language, best-practice tips and quick checks you can use in real conversations when managing change. Whether you’re supporting change initiatives, contributing to transformation projects, or working alongside project managers as part of wider project management activity.
Designed for line managers navigating organisational change, restructures and new processes, this resource supports successful change management by helping managers, project managers, and other key stakeholders align their approach and support the entire team through periods of uncertainty.
This cheat sheet provides a structured approach to managing change without overcomplicating it.
Organisational change management isn’t just about plans and timelines - it’s about people. Change affects people differently and rarely in a straight line. As a line manager, you play a critical role in managing change and supporting organisational change through how you communicate, listen and respond at every stage of the change management process.
This cheat sheet reflects proven change management practices and supports communicating change effectively, especially when managers are balancing people needs with delivery, deadlines and project management responsibilities. This makes it easier to support ongoing change initiatives without overwhelming the people affected by them.
The focus isn’t just on explaining change, but on enabling change through everyday management behaviours. It can also be used as part of a wider training course or ongoing professional development for managers involved in organisational change.
Resistance or pushback
“This won’t happen” or “It’ll blow over”
Withdrawal, silence, frustration
Moments where employees feel uncertain, anxious or disengaged
Clear, simple information
Time to process
Reassurance without false promises
“I know this may feel unsettling.”
“Here’s what we know right now - and what we don’t know yet.”
Dismissing feelings (“It’s not a big deal”)
Over-reassuring when facts aren’t clear
Manager best practice
✔ Repeat key messages calmly and consistently during organisational change
✔ Keep explanations short - too much detail can overwhelm early in the change management process
✔ Expect questions or pushback and don’t take it personally
Questions and uncertainty
Trying to understand personal impact
Mixed emotions (hope, worry, frustration)
Individual questions from each team member about how the change affects their role
Signs of change fatigue, especially during prolonged or overlapping change initiatives
Space to ask questions
Help prioritising work
Regular check-ins and reassurance
Opportunities to ask questions and feel heard during periods of change
“What concerns you most about this change?”
“Let’s focus on what we can control right now.”
Jumping to solutions before concerns are fully understood
Manager best practice
✔ Ask open questions and listen more than you speak when managing change
✔ Break complex change initiatives into short-term, manageable steps
✔ Check understanding - don’t assume clarity during periods of organisational change
✔ Link day-to-day actions back to wider strategic goals to provide context and direction
Greater engagement
Problem-solving mindset
New routines forming
Encouragement and recognition
Opportunities to build confidence
A sense of progress
“I’ve noticed how you’ve adapted - thank you.”
“What’s working better now?”
Assuming change initiatives are “done” - keep checking in
Manager best practice
✔ Recognise effort, not just outcomes when managing change effectively
✔ Celebrate small wins to build momentum across organisational change
✔ Encourage learning and experimentation to help people embrace change
✔ Reinforce how small actions contribute to meaningful change over time
✔ Support your team as they implement change in their day-to-day work
People don’t move through these stages in order - or at the same pace. Someone may feel confident one day and frustrated the next. This is a normal part of organisational change management, particularly during long-term transformation projects.
These shifts offer valuable insights into how individuals experience change over time. This reflects the reality of a non-linear change journey, rather than a simple step-by-step process.
Understanding this helps managers, project managers, and teams contribute to successful change management without rushing people or overlooking emotional responses.
Even well-planned change initiatives can be difficult to deliver. Managers often face challenges such as:
Managing resistance while keeping work moving
Balancing people needs alongside project management demands
Preventing change fatigue during long-term transformation projects
Supporting team members with different reactions to change
Recognising these challenges early helps managers respond with empathy and clarity, rather than frustration, and strengthens organisational change management over time.
Poorly managed change often feels rushed, unclear or inconsistent. Effective organisational change management is calm, structured and people-focused - helping employees understand what’s happening, why it matters, and how they fit into the change.
While every organisation is different, most organisational change follows a similar set of key steps. For line managers, understanding these steps makes it easier to support people consistently during change initiatives.
Typical key steps include:
Explaining why the change is happening and how it links to strategic goals
Communicating what will change, and what will stay the same
Supporting people as they adjust and implement change in their roles
Reviewing progress and reinforcing learning over time
This structured approach helps managers focus on people, not just plans, and supports successful change management across the organisation.
Your role isn’t to rush people forward during organisational change.
It’s to provide:
Clarity
Empathy
Stability
…so individuals and the entire team can adapt and contribute positively throughout the change process. This is what enabling change looks like in practice. How you handle change also shapes your company’s culture, especially during periods of uncertainty.
Consistent, people-first behaviour is what distinguishes effective managers and trusted change leaders.
Managers don’t need to be experts in organisational change management to make a difference. Small, consistent actions help enable change and support people through uncertainty.
Effective ways to support change initiatives include:
Communicating change clearly and consistently
Creating space for questions so people feel heard
Reinforcing priorities and linking work back to strategic goals
Modelling calm, steady behaviour as change leaders
These everyday actions help people adapt, build trust, and contribute to meaningful change.
Before reacting to resistance, use this as a quick, structured approach before responding to resistance:
Where might this person be in the change management process right now?
What do they need most - information, reassurance, or support?
How can I respond calmly while managing change and supporting successful change management?
How might this change feel from the perspective of this team member?
That’s supportive change leadership in action - and a core capability developed through effective training course design and ongoing manager learning.
Keep track of key conversations during times of change – somewhere simple and easy to come back to.
It’s a small habit that makes a big difference. It helps people process change, supports managers to lead with clarity, and gives everyone space to reflect and grow.