We are always gathering data before, during, and after a change. We analyze productivity, risk, customer satisfaction, financial performance, quality metrics, employee engagement, error rates, and countless other indicators. We use them to decide whether we are on track or if additional tools or strategies are needed. We use them to demonstrate the success of the change after implementation. Data is easy to point to and looks great in a graph or table, all color-coded and organized. Yet one source of data is often ignored, minimized, or hidden altogether: our emotions.
Emotions are a part of the change process whether we want to acknowledge them or not. While some environments are more accepting than others, emotion is still largely viewed as unprofessional, weak, or unproductive. However, like any data, even if you try to ignore it or only pay attention to the points you want to highlight, all of the data is still there. That means the best approach is to name emotions, explore what they mean for the change, and find productive ways to manage them.
One model commonly used in organizations is the Kübler-Ross Change Curve, an adaptation of Elisabeth Kübler-Ross’s work on grief that illustrates the range of emotions people may experience during significant change. It often begins with shock and can move into emotions such as anger, denial, depression, and eventually acceptance. The curve is shaped like two hills with a valley between them, but it is much more dynamic than that. One individual may move through it in a way that loosely resembles the curve, while another may move back and forth between different emotions depending on the day or even the moment. Each person’s experience is influenced by their unique circumstances, beliefs, and thoughts about the change.
The first step in helping yourself and your team process the emotions of change is to acknowledge that they are there and normalize them. It is normal to experience a wide range of emotions during significant changes such as leadership transitions, mergers and acquisitions, layoffs, or restructurings. These changes often raise questions about identity, increase workloads, require new learning, and create uncertainty about the future. Explaining the change curve can be a first step in helping the team understand that emotions are not the enemy, but rather valuable data about where they are in the transition.
Next, empower yourself and your team by reminding them that our thoughts influence how we feel. Encourage them to pause and ask, “What am I telling myself right now?” That simple question often uncovers the assumptions, predictions, or interpretations fueling the emotional response. Once those thoughts become visible, they can be examined and, if needed, reframed into something more accurate and productive.
For example, if someone who is being laid off begins questioning their value, helping them name their accomplishments, strengths, and future opportunities can reinforce their worth. There can also be mixed emotions. Someone receiving a promotion may feel excited about the opportunity while also feeling guilty or sad about leaving trusted colleagues behind. Actively discussing these competing thoughts helps normalize them and opens the door to more productive ways of thinking. Those thoughts often help explain why the emotion is occurring and recognizing them allows earlier intervention before emotions begin driving behavior.
Also, check in with team members throughout the process. Not everyone will wear their emotions on their sleeves. Even those who are not outwardly expressing their feelings are still processing them. Making sure they have a safe space to express and explore those emotions is important, so they do not become unmanageable. One-on-one meetings, peer support groups, and employee assistance programs can all provide valuable support.
Finally, be sure you are tracking your own emotions and be careful not to borrow someone else’s. As leaders, we naturally empathize with our teams, but empathy does not require carrying everyone else’s fear, frustration, or uncertainty as if it were our own. Your role is to help your team process their emotions, not absorb them. Leading a team through change means managing your own emotions while helping others manage theirs, and that can be a heavy responsibility. Remember that the same resources you recommend to your team are valuable resources for you as well.
In summary, leaders trust data to guide decisions throughout a change. Emotions deserve the same attention. They are not distractions from the change process; they are information about how people are experiencing it. Normalize emotions by acknowledging that they are a natural part of change. Help your team name them and offer safe opportunities to explore them. While we cannot always choose our initial emotional reaction, we can influence where we go next by intentionally examining and adjusting our thinking. When leaders treat emotions as valuable data rather than something to avoid, they create smoother transitions, healthier teams, and more sustainable change.
