Leading Change That Brings People Together

By Aimee Gourlay

Leaders drive and create change, and how people respond can vary widely. Sometimes, a clear vision allows a community to move forward together. Other times, complexity, differing perspectives, fear, anger, or mistrust can cloud the path and lead to resistance, negativity, and disengagement. Instead of working together, people may question the character or judgment of others, or simply withdraw from the process. The more complex the problem, the more challenging it becomes to find a clear path forward.

How can city leaders navigate complex changes in a way that keeps the community united, committed, and even excited for a new reality?

Adaptive leadership solutions

Ronald Heifetz, founder of the Center for Public Leadership at Harvard Kennedy School, and Marty Linsky, a faculty member at the school, developed the theory of “adaptive leadership” to help address complex challenges.

They distinguished between “technical problems,” which can be solved with existing knowledge and resources and “adaptive problems,” which require new learning and collaboration. For example, updating accounting practices to meet new state reporting requirements is a technical problem, while rebuilding after a flood, securing data from external threats, or improving aging infrastructure often requires adaptive solutions. Adaptive challenges demand creativity and cooperation from elected officials, city staff, experts, and the community.

Gaining buy-in for new ideas is rarely straightforward. It’s unlikely someone will respond, “Thank you, you are absolutely right, and I am fully on board.” Approaches based on authority, or “because I said so” approaches, often lead to resistance rather than cooperation. Parents and doctors know this well — a doctor might explain the benefits of exercise, but that doesn’t guarantee action.

To thrive in the face of challenges, adaptive leaders engage people in the process, address their concerns, and build a shared vision. Here are key strategies from Heifetz’s adaptive leadership model, combined with insights from my experience working with cities:

Get on the balcony. Heifetz uses the balcony as a metaphor for stepping back to gain some perspective on a problem. This vantage point allows leaders to observe the bigger picture and assess the dynamics at play.

• Reflect on your behavior. Start by evaluating your own actions and your city’s approach to challenges. Are you inviting people to participate in shaping the change? Are your actions aligned with the city’s vision? Consider whether you’re effectively communicating the vision and treating all participants with respect.
• Observe patterns and trends. Look beyond individual concerns to identify larger patterns. How many people are expressing concerns about the change? Are there reoccurring themes in the feedback? Pay attention not only to what people are saying, but also to their behavior — it can reveal underlying issues or motivations that might not be explicitly stated.

Regulate distress. People need time to process change, but they also need to feel a sense of urgency to act. Adaptive leaders must balance these dynamics — creating space for people to adjust and manage their stress while underscoring the importance and urgency of the change. Heifetz describes this as “turning up the heat while letting some steam escape.”

• Create space for dialogue. Allow time early in the change process for people to discuss challenges, debate issues, share information, and test assumptions.
• Embrace conflict. View differences of opinion as opportunities for learning and innovation. Healthy conflict fosters creative thinking and better solutions.
• Model steadiness. Lead by example by staying calm, even in moments of tension. Your steadiness can help others feel more secure and open to the change.

Maintain disciplined attention. People often avoid dealing with uncertainty or discomfort, which can lead to blaming, denial, focusing only on technical fixes, or even personal attacks. Adaptive leaders help navigate these challenges by sequencing and pacing the work. Change is the result of transparency and collaboration.

• Ask and listen. Adopt an open mindset that welcomes feedback. Instead of “telling” someone what to do or think, ask open-ended questions and listen carefully. For example, if someone says, “This change will hurt our community,” respond by asking, “Can you help me understand your concerns?” or “If you got what you wanted, how would that help you?”
• Resist defensiveness. Avoid the temptation to defend yourself or make assumptions about others’ motives. If motives are unclear, ask more questions to gain clarity.
• Treat others as you would like to be treated. Engage with others in the same way you would want to be treated — for example, with patience and understanding.

Protect voices. When people express alternative views, it can create discomfort and disequilibrium. The instinct may be to neutralize those voices to restore balance, but doing so can undermine trust and engagement. People are more likely to support change when they feel heard, even if they don’t get everything they want.

• Encourage new ideas while managing disruptive behavior. There is a difference between disruption and disruptive behaviors. Disruption, in the form of new ideas or alternative perspectives, is valuable and can lead to stronger solutions. On the other hand, disruptive behavior — such as personal attacks or actions that derail discussion — stifles progress. Create a forum where all voices are heard, and ideas can be shared without allowing harmful behaviors to take over.
• Avoid labels that hinder connection. Labels like “resistors” or “NIMBYs” can diminish communication and trust. When people are treated as “others,” it shuts down opportunities for meaningful dialogue and mutual influence. Instead, approach concerns with curiosity and respect, seeing them as chances for growth and connection.

Reflecting on these ideas and trying these strategies can help strengthen the long-term health of your city.

Aimee Gourlay is LMCIT collaboration services manager at the League of Minnesota Cities. Contact: agourlay@lmc.org or (651) 215-4147.