Purpose – Action – Feedback
Leading change is never easy. In my last blog, I explored some of the well‑intended but unhelpful traps leaders fall into when navigating change. This time, I want to provide a “counter-point” and share three practices that support leaders to make a change. Together, they form a simple framework: Purpose, Action, Feedback. Think of it as your compass for building resilience and momentum.
1. Connect to Your Purpose
Purpose fuels resilience. Without it, change feels like a burden.
I am not the first to say it, nor will I be the last (see Simon Sinek’s famous 2009 talk), but having an inspiring vision or purpose is one thing that helps leaders get through tough times.
However, we don’t need to wait for a clear vision, or to be totally “on purpose,” to get motivated to lead something. Many successful businesses have been created by someone just following a passion or an interest. Did Mark Zuckerberg have a vision for Meta when he started? It’s more likely he was using tech to be a teenage boy! For a more wholesome example, check out Erin Wade who started her Mac & Cheese company based on her kitchen hobby.
When you connect to your purpose, or your interest, the following can happen:
- Problems become less significant, just parts of the journey to be navigated.
- Your job becomes more enjoyable. Not that it has to be fun, but when work becomes more meaningful, it gives you something to work toward when your willpower goes AWOL.
- Other people will notice your energy and spark, making what you are doing more appealing to others.
Reflection: What passion or interest could you reconnect with this week to fuel your leadership?
2. Take New Action
Action creates momentum. Perfectionism stalls it.
If you are trying to changes things, then you will be doing something new – for you, for others, for the organisation. Taking some new actions is a crucial step in moving toward this change, even if it isn’t the best or “right” action to take. Examples could include: changing a daily routine; meeting new people; running meetings differently; saying “Yes” less often…; or learning a new system or skill. In fact, it is your comfort with embracing new things that will build your capacity to lead change. These experiments send a powerful signal:
- To others: that change is afoot and that things will be different going forward
- To yourself: that you are capable of changing, increasing your self-belief and inner authority
- To the system: that things are adapting and to test out ideas
One challenge I have faced in making a change is getting caught up with the ideal outcome, which then becomes a China doll – too delicate to play with: Great ideas stay great when they remain thoughts, or figments of imagination. While this may feel uplifting, the attachment to fantasy can actually stifle change. Moving into action challenges these “ideals”, and in doing so, moves the change closer to realisation – essential toward leading a successful change.
As my amazing great Aunt, who as a Grandma, sailed from Australia to the UK solo in a plywood boat, said,
“I just knew where I was going and the next step. I didn’t worry about what was in between. I just knew I’d figure it out…”
Great leaders know that they won’t hit perfection. Not straight away, not ever. They chart a new course, knowing they will work it out as they go.
Taking the next new step also provides you with new information. This is what “beta-testing” is all about – taking your dream one step closer to reality. Sometimes it may even feel like we are taking a step back, which means we also have to deal with disappointment. Ironically, it is our capacity to experience and face disappointment that increases our ability to navigate change. When we are able to hold ourselves up in the face of set-backs and unexpected “road-blocks,” we keep our focus on moving forward. It is this spirit of embracing imperfection that not only sustains us, but increases our capacity to lead.
That’s the spirit of leading change: take the next step, don’t perfect the map.
Reflection: What small new action could you take tomorrow to model change?
3. Seek Feedback
Feedback is the fuel that sharpens leadership.
Taking new actions without feedback is like sailing without instruments. By asking for feedback, you:
- Test your actions and refine your approach.
- Model humility and learning for your team.
- Build resilience by embracing imperfection.
In fact, the simple practice of asking for feedback has been shown to improve a leader’s overall effectiveness.
Don’t get me wrong – I don’t love negative feedback (I seek it all the time as a trainer) but I do learn from it. In his interview with Adam Grant, Ray Dalio, who created a feedback culture at Bridgewater, describes that not seeking feedback: [Shows that People] care more about their image than they care about the results.
In other words, not seeking feedback means you are making your ego more important than the success of the organisation.
Finally, increasing your capacity to ask “Tell me more…?” in the face of critical feedback may feel uncomfortable in the short term, but it could give you the information you need to successfully see a change through – whether that be in yourself or in your organisation. (And in my experience, it is usually a bit of both!)
Reflection: Who could you ask for feedback today—and how will you receive it with curiosity?
Summary and Call to Action
Change isn’t about flawless execution. It’s about doing new things, learning, and resilience.
To build your effectiveness in leading change, committing to this Framework can build a momentum that makes the overall change more likely:
- Purpose keeps you focused on the bigger picture.
- Action builds momentum and signals commitment.
- Feedback ensures you grow stronger with each step.
When we dedicate time to follow our interests or commit to a PURPOSE, we get focused on the good news. When we take NEW ACTION, we show ourselves and others than we mean business. And when we SEEK FEEDBACK, we embrace a learning mindset that is essential in an ever-changing world.
Together, these three practices create a cycle of resilience and adaptability. They don’t guarantee perfection (you may even struggle to do them) but as you go, you will find you are truly leading change. And as Ghandi famously said,
“Be the change you seek to make in the world.”
Start with one step today: reconnect with your purpose, take a new action, or ask for feedback. This Framework will help you not just survive change, but lead it.
Let me know how you get on?