Leading through the valley of despair: Change management in an age of acceleration

It hardly matters who you talk to these days: a recent graduate, a mid-career manager, or a seasoned executive. There is a shared sense of unease. The ground feels unsteady, and people are searching for something solid. Technology, especially AI, excites and unsettles in equal measure, raising questions about work, relevance, and the future.

Two patterns keep appearing. Some throw themselves into work, filling every hour to stay ahead. Others wait quietly for direction, unsure of their next move. At the top, the impulse is often swift and blunt, with leaders replacing whole teams with ready-made AI tools.

These reactions are not irrational. The fear is real. The challenge is how to turn it into something useful.

Why this time feels different

Change management has always been about helping people move from one state to another. What makes this moment different is the speed. The shifts come fast and often, with little chance to catch your breath.

Startups are built for this pace. They expect the unexpected and treat ambiguity as normal. Larger, traditional organisations are not wired that way, and the clash is showing.

Most people, by nature, want stability. Yet, as Renee observed:

“If you walk into a project today, assume 70–90% of the room is already at their stress threshold before you’ve even said a word.”

That is the new baseline.

Acknowledge before action

In the past, leaders could begin a change program by outlining the plan. Today, most people arrive already carrying anxiety. The first step is acknowledgment.

Name the uncertainty. Give people space to speak it aloud. Once that weight is visible, shift the focus to what can be influenced. In turbulent times, the “why” becomes the anchor. Even if the “how” and “what” change, a clear purpose offers stability.

A rhythm for constant change

Big organisations often reach for long-term plans, believing they will provide security. In reality, what works better is a different rhythm: short cycles, frequent reviews, and learning embedded at every stage. Decisions should be made close to the work. Teams should have autonomy within clear boundaries.

It is the agility of a startup applied with the scale of an institution.

The quiet power of change champions

Leaders cannot guide every team personally. They need trusted champions within the business, people who can interpret and support their peers through uncertainty.

This is not a side task that can be squeezed into the edges of a role. It requires investment, skill, and commitment. Healthy teams are shaped with intention.

Knowing what to care about

In a world of endless information, discernment is vital. As Cale put it:

“If you worry about everything you’re presented with, you’ll be paralysed. The real skill now is knowing what to care about and letting go of the rest.”

Not every signal requires a response. The discipline lies in focusing energy where it matters most.

The opportunity in the chaos

Many organisations look at AI as an efficiency tool, a way to speed up the processes they already have. The greater opportunity is to rethink the design of work itself.

This may mean reimagining teams, dissolving silos, and creating roles that are broader and more adaptive, with AI as a partner rather than a plug-in.

From despair to hope

At this point, many feel suspended in the valley of despair. They mourn the familiar while struggling to picture what comes next. Yet people have always adapted. We will again.

The path is not dramatic. It is steady and deliberate:

• Recognise reality