208 Transition

The five waves of transformative change by Ken Rickard and Jason Little is probably the most accurate of change models because it aligns closely with my experience as a change manager. The model describes a progression from surface-level, compliance-driven change (waves one and two), through deeper engagement and mindset shift (waves three and four), to fully integrated transformation (wave five).

All the organisational changes I have worked with have been caught by the change sharks sitting beneath wave two. They were trapped in a superficial space where nothing moves on. Here, very little enduring capability is built beyond the implementation of a new database or process.

More broadly, the superficial approach to change seen in waves one and two is the cause of so much disillusionment we see today with leadership and change. Scratch the surface and most people can tell a tale of a change where the leadership delegated the change to experts, who dealt with resistance and implemented the tangible aspects—the layoffs, the new database, the new way of working. The only problem was that people were not really part of the deal.

The Role of Leaders in Getting Beyond the Superficial

Leaders have to lead, demonstrating more sophisticated leadership skills involving vision, influence, and vulnerability. As Piers Fallowfield-Cooper says, “the person with the greatest outer flexibility will always win; they will respond appropriately to a VUCA environment.”

In the realm of waves three, four, and five, the leader does not delegate the change leadership to experts. Instead, experts become trusted advisors to higher-order leadership skills.

1. Not leading with the ego – Developing a circumspect relationship with the ego allows the change leader to avoid a litany of small battles about control. Battles that are a distraction.
2. Leader as facilitator – As Peter Block says, leadership should avoid the battle with resistance in favour of intentionally setting their own example of what change looks like in daily behaviour.
3. Setting the vision – Rather than relying on planning and control, the leader focuses on presenting a compelling vision of what good looks like. What is the symbol of success?
4. Building trust – Prioritising trust with employees is essential for moving beyond superficial thinking. Trust supports feedback, and feedback guides successful change.

Conclusion

In my experience, the real work of change doesn’t begin until we move beyond the surface. Until leaders are willing to do more than sponsor a program or approve a rollout, change remains stuck—circling endlessly in waves one and two.

The organisations that find their way to deeper transformation are the ones where leaders show up differently. They don’t hide behind frameworks or delegate the hard parts. They lead with presence, with curiosity, and with an openness to being changed themselves.

Getting beyond the superficial isn’t easy. But it’s the only path to meaningful, lasting change—and it always starts at the top.

How I help?

I work with organisations and leaders to:

• Diagnose where change is stuck (e.g. Waves 1–2)
• Build leadership capability for deeper change
• Facilitate transitions beyond the superficial
• Coach leaders to lead change with clarity, courage, and trust

DM me if you want to talk about how to move your change beyond the surface.