This week my son and I made a decision together about his sporting environment.

He'd been pushing for a change - frustrated that his momentum had stalled and he needed a fresh challenge. I'd been hesitant. But watching him maturely articulate why staying in fact meant going backwards was the reminder I needed.

And while this situation was personal, it also felt very familiar.

Because it mirrored exactly what I see in large transformation programs: decisions made for long-term outcomes will create short-term disruption.

In transformation work, my advice to leaders is to act when trajectory matters more than comfort. To recognise when "stable" has quietly become "stuck."

But this is harder to see in your own situation.

The questions my son was asking are worth asking ourselves:

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- Is momentum building or eroding? Even if just incrementally.

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- Am I being challenged in ways that stretch capability? Or amI just operating comfortably within what I already know?

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- Does staying feel safe or just familiar? There's a difference.

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- Am I waiting for certainty before acting? Or am I willing to create momentum through change?

My son saw what he needed before I did. A new environment to reignite growth - not because his current sporting club had failed him, but because growth requires new challenges.

The situation was also a good reminder that how we message and deliver change matters just as much as what we decide.

Five principles that again translate directly to transformation work:

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1. Be clear early. Ambiguity creates uncertainty. Decisiveness is respectful.

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2. Anchor on outcomes. Frame change around future capability and not on the past.

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3. Acknowledge impact knowing you are taking responsibility for your decision, but you are not responsible for everything that happens next.

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4. Avoid over-explaining. Keep it polite and factual.

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5.Close professionally. Appreciation matters. So does clarity on next steps.

In consulting or leadership, it’s tempting to soften messages, delay decisions, or over-justify to avoid conflict. But the strongest people leaders I’ve worked with are calm, direct, and human. 

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Because even when change is uncomfortable, they recognise that progress rarely comes without disruption.

The best transformations I’ve seen follow a simple formula:

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- Clear intent.

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- Steady delivery.

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- Mutual respect.

So, listen when the people you're developing tell you what they need as sometimes the biggest risk is staying comfortable for too long. 

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And remember that leading change well isn’t about avoiding friction but about navigating it with clarity and respect.

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Greig Nicholson

Mavin Advisory Group Partner

Greig has over 24 years' experience specialising in op model design and leading the execution of strategic transformation programs.

Prior to co-founding Mavin in 2019, Greig headed Operations, Change and Risk functions in funds managers, wealth managers, superannuation funds, asset servicers and retail banks.

Within his roles, Greig was responsible for setting & delivering strategy, transforming businesses, uplifting capabilities and managing & supporting people on the day to day and the change journey.

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Mavin Advisory Group is a specialist investment and wealth management consulting firm that provides tailored solutions to meet the unique needs of its clients. Founded by industry experts with a deep understanding of the evolving financial landscape, Mavin delivers compelling insights and innovative solutions to help clients achieve their strategic goals.

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