Leading Change Through Strengths and Positivity

Change is constant, and paradoxical. While driven by external forces like market shifts, technological advancement, or societal movement, its impact is always deeply personal.

Every transformation touches individuals differently, stirring emotions, challenging assumptions, and demanding adaptation. That’s why change leadership isn’t just a strategy, it’s a human endeavor.

A New Way Forward: Focus on the Positive

Traditional change management often centers on fixing problems or closing gaps. But this deficit-based lens can unintentionally amplify resistance and disengagement.

Gallup research shows that a strengths-based, positive approach to change yields better outcomes. Why? Because people are more likely to embrace transformation when they feel seen, valued, and empowered, not when they feel like something is wrong with them or their work.

Recent behavioural research has shown that when groups focus on solving problems, they become depressed, but when they formulate plans by working backward from what they want to create, they develop energy, enthusiasm, optimism and high commitment.

Instead of “Here’s what’s broken,” start with “Here’s what’s working, and how we can build on it.”

That subtle shift changes everything. It reframes change as an opportunity to grow from our best, not recover from our worst. Leaders who do this well inspire hope, not fear.

The Human Side of Change

To lead lasting transformation, we must understand what’s really at stake for people, not just processes.

According to Gallup, emotions, not logic, drive behaviour. In times of change, people crave five things:

Trust in leadership
Compelling purpose
Belief in their future
Opportunities to grow
Recognition for what they bring

This emotional landscape is where change succeeds or fails. That’s why Gallup urges leaders to focus on people’s strengths, celebrate what’s already working, and engage employees in co-creating the future.

Close-up of a vibrant red leaf with visible veins against a soft, blurred background, conveying a serene and natural mood.

The SCARF Model: Neuroscience Behind Resistance

Dr. David Rock’s SCARF model complements Gallup’s insights by explaining why people resist change. It highlights five universal social needs: Status, Certainty, Autonomy, Relatedness, and Fairness. When these are threatened, people shut down. When respected, people lean in.

As a leader, you can:

Acknowledge progress to reinforce status
Communicate clearly and consistently to boost certainty
Offer choice and flexibility to support autonomy
Foster belonging to enhance relatedness
Be transparent and inclusive to promote fairness

These psychological drivers, combined with a focus on strengths, create fertile ground for growth.

Strengths at the Core of Change

As a Gallup-certified Strengths Coach, I’ve seen firsthand that people are more open to change when they feel aligned with their talents. When we recognize what’s right with people, rather than what's missing, we spark energy, motivation, and ownership.

For example:

A team strong in Relator and Harmony values connection, focusing on collaboration and inclusion during change keeps them engaged.
A team with Activator and Command needs to see momentum and agency, so leaders should spotlight early wins and let them take initiative.

Start with strengths. Then build the change around them.

Shifting From Control to Co-Creation

Many leaders still default to heavy planning or top-down directives. But Gallup encourages a shift toward co-creation and ongoing dialogue, especially in fast-moving environments.

Here are a few evolving approaches:

Approach	Best For	Shift Toward
Traditional Planning	Precision and regulation	Include space for feedback loops
Extreme Agility	Startups, crisis response	Provide emotional grounding amid speed
Prototyping/Experimentation	Learning cultures	Build on what’s already working
Reactive Response	Emergencies	Pair with intentional reflection when possible

What’s common across all of them? The need to engage people as active participants, not passive recipients.

Embracing Multiple Approaches to Leading Change

There is no one-size-fits-all approach to leading change, and no single way that’s inherently better than another. Every leader and organization must navigate change through a combination of strategies, perspectives, and methods that align with their unique culture and goals.

What's important is that self-awareness and understanding your own strengths and limitations are at the core of leading change. As a leader, it’s crucial to recognize that each team member brings something different to the table, and collectively, you have a more holistic, well-rounded approach.

Some leaders are more comfortable with taking risks, diving into change quickly, and adjusting on the fly. This approach is vital in environments that require quick pivots, innovation, and bold steps forward.

But it’s equally important to recognize the value of colleagues who take a more disciplined, deliberate approach, carefully pacing the transformation to ensure sustainability and minimize potential disruption.

Both approaches are needed. It’s not about which is better; it’s about how well you complement each other and leverage each other’s unique strengths. When different styles come together, that’s where true power lies. One leader’s willingness to jump into uncertainty is balanced by another leader’s ability to anchor the team in a steady, methodical process.

The beauty is in the synergy, the combination of strengths that come together to create a well-rounded, thoughtful response to change.

Before leading others through change, get clear on how you handle it yourself. Ask:

Do I seek stability or thrive on uncertainty?
Am I energized by the big picture or the small wins?
Do I involve others or prefer leading solo?

Using CliftonStrengths to explore your patterns builds self-awareness. Are you leading from your own values and style, or are you trying to fit into someone else’s script?

When you lead authentically, from your strengths, and stretch into new capacities when needed, people trust you more. Authenticity and flexibility are key to effective change leadership.

Recognizing where your own strengths may fall short, and where others’ strengths complement yours, will empower you to build a team that thrives through change, rather than simply surviving it. As a collective, you can approach change with confidence, knowing that each person’s unique style contributes to the success of the whole.

Staying Grounded While Building Buy-In

You don’t need to have all the answers. You do need to create hope, clarity, and energy.

Here’s how:

Communicate the “Why” with clarity and repetition
Celebrate progress, not just completion
Ask strengths-based questions, like “What’s worked before that we can build on?”
Involve others early and often
Model resilience by acknowledging challenges while staying focused on possibilities

Gallup’s research confirms: when employees are invited to contribute their ideas and talents, they’re more engaged, more productive, and more committed to the change process.

The Heart of Transformational Leadership

Leading change is about more than tools or timelines. It’s about leading people through uncertainty while helping them stay connected to their best selves.

When you:

Focus on what’s strong, not just what’s wrong
Create safety through clarity and empathy
Celebrate existing successes
Build on individual and team strengths

…you unlock the power of positive change leadership.

This isn’t soft leadership. It’s smart leadership, rooted in science, proven in practice, and deeply human.

Hi, I’m Monika, Strengths Coach and facilitator. I’m here to help you own your vision for meaningful growth and transformation, uncover your unique leadership strengths, and empower you and your team to thrive and create lasting impact. Passionate about driving change within, around, and beyond, I love supporting fellow change-makers on their journeys.