Why do some leadership transitions energize a team, while others undo years of progress?
A Lesson From My Mom
Years ago, while processing some significant simultaneous organizational changes at the place where I worked (concurrent new hires, team rearrangements), I shared my concerns with my mom. I compared one key leadership change to being like transplanting a heart in a human. This role wasn't just a seat in an org chart; this person functioned in many ways as the heart of the organization. Mom immediately riffed on my metaphor.
“Mindy,” she said, “in surgery you could theoretically replace a kidney, a heart, a lung, and do a skin graft on a patient in one operation. You could have perfect stitching, perfect matches, perfect surgical skill… but the patient would still die on the table.”
The human body simply cannot absorb that much trauma all at once. Even if those surgeries were good, expected, and necessary, they would have to be sequenced and spaced out. The body needs time to absorb change and heal.
I was shocked... typcially, we support change, no matter how dramatic, once we know it's right. But i've come to believe the metaphor stands: when making transplant-level organizational changes, it’s essential to pace them carefully.
Shock Absorption
The difference isn’t in the rightness of the change but in the pace of it. An organization can certainly survive the loss of a key staff member, the arrival of a new executive, or the launch of a bold new initiative. Future stability and impact depends on successful transition! But stack too many of those changes together, too quickly, and the organization’s health begins to collapse. Not because the move was wrong; it happens when we don't account for the shock waves that need to be absorbed by people. That's very different than an ideal org structure. It's about how to get there.
When we consider our organizations as engines with mechanical parts that are easily interchangable with virtually no impact on overall function, we are mistaken in thinking that humans are simply "parts" or our "machine." An oil change only makes an engine run better. Replacing an alternator or a muffler or evenspark plugs makes an instant improvement.
Not so with people. Except maybe for the near immediate impact of removing a toxic employee, though even that will require time for trust to be re-established with whatever leadership tolerated that behavior.
Simply drawing from positive changes, healthy growth, necessary transplants... it is vital to pause and consider how much shock the system needs to absorb and plan accordingly. People, teams, and entire organizations are amazingly resilient, just like the human body.
And, there is a point at which too much is too much. Best to stay clear of that line.
In my experience, we approach that line when we look at people as parts of a machine rather than as parts of a body. The metaphor of a machine is clear and desireable... interchangable parts, quickly removed and replaced, with instant impact.
But we are not leading systems and org charts. We are leading souls.
At the end of the day, that’s who you are leading. People, not parts of a machine. Not boxes on an org chart. Not interchangeable Lego pieces you can simply stack and re-stack strategically. Certainly, we can sketch out org charts, envision new reporting lines, and imagine changes. But when it comes to actually making those changes, let's remember the human dimension and plan accordingly. Importantly, this need for slow is NOT because people in your organization are lazy, unwilling, or lacking vision. It just takes some adjustment.
I've shared this simple metaphor with leaders and friends over the years, and recently heard of a situation where the leader of a global movement of business leaders had to implement some significant personnel changes... and intentionally slowed down the implementation in order to ensure the success of those changes. His team even noticed!
Timing Matters
On paper, you could “transplant” a CFO, promote someone into the C-suite, let go of a legacy employee, and bring in fresh outside hires. All of those decisions might be right. But the timing is everything.
Business best practices would likely affirm this, too, because this isn’t just about systems. It’s about being human. And, I would add, about being humane.
So when you consider a reorg, pause. Ask:
How long has it been since the last major shift?
Is there enough stability in the system for another round of change?
What signals of health—or fragility—are present?
Sometimes crisis requires immediate intervention. But as my mom said, always remember: the patient could die on the table.
After all, the root word for “corporation” is corpus -- Latin for body. Maybe it’s not so much the mechanics of leading souls as it is the biology of leading souls.
As you consider your own team’s transitions, pause to ask: Is my organizational body strong enough for this surgery right now?
So What Does This Mean for Leaders?
Three things rise to the surface:
Pace matters. Even the best decisions can overwhelm if stacked too closely together. Build in space for the organization to absorb the human shock before the next major shift.
Stability signals are key. Before announcing change, check for morale, team rhythm, and clarity. If the system feels fragile, shore up health first.
Pair change with continuity. Every new transplant needs something familiar to anchor people. In a way this is basic change management. Take the time to communicate well, revisit shared values, and reaffirm what’s not changing so your people can re-orient to what's new.
After all, the root word for “corporation” is corpus -- Latin for body. Maybe it’s not so much the mechanics of leading souls as it is the biology of leading souls.
As you consider your own team’s transitions, pause to ask: Is my organizational body strong enough for this surgery right now?
Where have you seen this go well? What helped? Where has it not gone well, and what contributed?
If you’re navigating leadership change, you’re not alone.
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