Recognising and accepting change - and then taking the steps to actually take action - is not just a strategic decision, it’s a deeply human one. One I have dealt with myself recently, as I told you about in my previous blog.

I spent 7 months keeping a contractor in a retained agreement - with no tangible results. I knew as the months went by, that nothing was changing. I knew we had to have a conversation but I avoided it and moved it on to the next month. I knew the fault mainly lay with me - and not the contractor. I had given them a role with my initial thoughts and requirements, and I didn’t let them know my requirements had changed. They were in the dark. So each month I felt disappointed and each month they never knew I felt that way.

​When I finally faced it and approached them - a weight was lifted. They were so eager to do well for me, and so happy to take responsibility for their part…that we both had a meeting of minds and came up with a new plan.

​One that involved my new wants and expectations.

One that supported both of us in creating and doing the work that was needed.

One that made the role work and meant that I could relax - because we were both on the same page.

​All it took was me having the conversation that I could have had in month 3. I let it get away from me. How silly right! One conversation was all it took!

In that case I did not cancel the contract, but I have had to do that before - both for myself, for clients I have worked with, and when I was a big boss in global retail.

Let me say this - it’s not easy on either side. And I have only had a very very small number of clients feel “ok” with letting someone go.
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​Letting go of staff, or even reshaping their roles, often comes with guilt, fear of conflict, and grief for what once worked. It’s natural to feel conflicted - you’re balancing care for individuals versus care for the company’s future.

When I started my consultancy, one of my previous clients knew her team setup wasn’t working. Too many crossed wires, too many “quick questions” landing on her plate, and too much work that should have been handled. She knew she needed to restructure. But it felt too hard. Too awkward. Too big.

​So, she delayed. And guess what? The stress didn’t just stay, it multiplied. She was doing two people’s jobs, without paying herself for one of them! When she finally made the shift (with support), the relief was instant, on both sides. The employee had actually been feeling overwhelmed for over a year and also wanted to move on to pastures new. They too were unable to have the conversation and that just shows it goes both ways. Yes it was tricky managing the workload for a while, until someone suitable for the role was put in place, but on the other side? Space. Clarity. A team that actually worked.