Not what leadership assumes they feel.
When a new change initiative begins, it’s natural for leaders to believe they know how people feel about it. After all, they’ve shared the vision, explained the “why,” and perhaps even invited questions at a town hall.
But as any experienced Change Practitioner knows, what leaders think people feel and what those same people actually feel can be worlds apart.
The LaMarsh Managed Change™ Methodology gives us a way to close that gap — by collecting real data about readiness, willingness, and ability — rather than relying on opinions or intuition.
Here’s how to do it.
- Start by Listening, Not Assuming
In Managed Change™, we begin by identifying who is impacted — the Targets — and then analyzing their level of risk to adoption. The most important skill at this stage is curiosity.
Or as Ted Lasso reminds us: “Be curious, not judgmental.”
That mindset changes everything. When you approach conversations with genuine curiosity instead of evaluation, people open up and share what they truly think and feel.
Don’t begin with a survey or a spreadsheet. Begin with conversations:
- Ask open-ended questions like:
- “What’s changing for you personally?”
- “What are you most unsure about?”
- “What would make this change easier?”
- Listen for tone, pauses, and emotion — these are clues to underlying concerns.
- Resist the urge to explain or defend the change in the moment; your goal is to understand, not persuade.
In other words: listen for what’s not being said. The absence of enthusiasm or engagement is data, too.
- Gather Data in Multiple Ways
People reveal their perceptions differently depending on the setting. A strong assessment strategy uses several channels to get the full picture.
As Peter Drucker wisely said, “The most important thing in communication is hearing what isn’t said.”
That’s the essence of this step — uncovering truths that might not surface in formal meetings or reports.
To do that:
- Focus groups: Create small, informal groups where Targets can talk freely. Keep the Sponsor out of the room so honesty flows more easily.
- Pulse surveys: Use short, frequent check-ins instead of long surveys. Ask about confidence, clarity, and perceived support — not just satisfaction.
- One-on-one interviews: Sometimes the richest insights come in private conversations where people can speak candidly about what’s helping or hurting adoption.
- Observation: Attend team meetings, project updates, or work sessions. Notice behaviors — are people asking questions, volunteering ideas, or going silent?
- Rumor mill monitoring: It might sound unscientific, but hallway chatter, side conversations, and digital message boards often expose resistance early.
By blending these approaches, you gather both quantitative and qualitative data — a true reflection of how people are experiencing the change.
- ValidateWhat You Hear
Once you’ve collected insights, the next step is to validate what you’ve heard — and do it with respect and humility.
As Bryant H. McGill reminds us, “One of the most sincere forms of respect is actually listening to what another has to say.”
That simple truth applies powerfully in change management. It’s not enough to collect input — people need to see that what they said mattered.
To do that:
- Compare what you’re hearing from Targets to what leaders believe is happening.
- Present the data neutrally: “Here’s what we’re seeing, here’s where there’s alignment, and here’s where perception gaps exist.”
- Facilitate a discussion between Sponsors and Targets to co-create solutions.
This step transforms feedback into action and helps Sponsors see the value of real readiness data, not just impressions.
- Create Feedback Loops
Understanding how Targets feel isn’t a one-time task — it’s a continuous loop throughout the life of the change.
As Margaret Wheatley wrote, “Without reflection, we go blindly on our way, creating more unintended consequences, and failing to achieve anything useful.”
That’s why feedback loops are essential — they give you reflection in real time.
Build intentional opportunities to check in:
- Quick “temperature checks” after communications or training events.
- Regular sessions where Sponsors ask, “What’s working? What’s getting in the way?”
- Anonymous input channels for people uncomfortable speaking up directly.
In Managed Change™, this is how we reduce risk in real time. By continuously monitoring readiness and response, you can adapt your Communication, Learning, and Reinforcement plans before small concerns grow into resistance.
Final Thought
You can’t manage what you can’t see — and you can’t see how people truly feel if you only listen to leadership assumptions.
When you invest time in hearing from the Targets themselves, you gain something powerful: the truth. And with that truth, you can design the right actions to move people — and your project — confidently toward the Future State.
Because the best change plans aren’t built on opinions.
They’re built on evidence, empathy, and engagement.
👉 Ready to strengthen your organization’s change capability?
Join our next Managed Change™ Workshop or contact our team at change@lamarsh.com to learn how to measure and manage risk through the people side of change.
