Change is inevitable, yet it rarely unfolds in a straight line.
Allow me to introduce the J-Curve.
The J-Curve illustrates a fundamental truth about leading and living through change:
Before improvement occurs, there is almost always a period of struggle. This “bottom of the J” is where uncertainty, doubt, and setbacks take hold, and it’s the place where many change initiatives stall or die out altogether.
In every conversation I have with leaders right now, they ask, “How can I help my team build resilience in the face of uncertainty and constant change?” One key lies in normalizing the experience of the J-Curve. Most humans experience change in a J-Curve, where things become more challenging before they improve. Acknowledging and supporting team members through this process can shorten the struggle and enhance adaptability. It can help team members keep moving forward—even if it is in small increments.
While leaders often focus their efforts on the perfect change management framework or process, they neglect almost entirely the experience of the humans living, breathing, and executing the change. A Harvard Business Review article (Change Management Requires a Change Mindset) underscores the challenge, Rinne writes: “The problem lies not with any particular process or framework, but rather in what these management tools exclude, especially how we feel about a given change or unknown, and whether we have developed our mental muscles for uncertainty.” By shifting the focus from merely managing the process of change to embracing a change mindset—where we attend to the experiences of struggle—leaders can foster greater resilience within their teams.
The Risks of Ignoring the J-Curve
While it may be tempting to push through change as quickly as possible, ignoring the natural dip of the J-Curve can have serious consequences. Rushing people through the transition without acknowledging their struggles can lead to:
- Burnout and disengagement: When employees feel overwhelmed and unsupported, their motivation declines, and they may withdraw from the process altogether.
- Resistance to change: Pushing too hard too fast can create unnecessary friction, making individuals more likely to resist rather than embrace new ways of working.
- High turnover: Employees who feel their concerns are dismissed may seek stability elsewhere, leading to costly talent loss.
- Failed initiatives: Change efforts that don’t account for the emotional and psychological toll of transformation often collapse before achieving meaningful results.
As you navigate change within your organization, ask yourself and your team these key questions:
- Where are we in the J-Curve?
- How can we support each other through the lowest points?
- What strategies can we use to strengthen our mindset for uncertainty?
- How will we celebrate resilience and progress along the way?
Here’s the bottom line for leaders:
You cannot pull someone out of the J-Curve with the threat of consequences or other punitive measures. Instead of bypassing the natural low points, lead others out of the J-Curve by creating space for open conversations, providing ongoing, tangible support, and reinforcing both your beliefs in the team and the long-term benefits of change.
Dr. Teresa Peterson
Dr. Teresa Peterson is the Director of Learning and Development for Sarah Noll Wilson, Inc. In her daily work, she serves as Sarah’s key content collaborator. Teresa enjoys facilitating, researching, and is passionate about applying best practices for learning to make our experiences meaningful, engaging, and accessible for all types of learners. Teresa holds a Doctorate in Education from the University of Northern Iowa and brings over twenty years of experience teaching, facilitating, and leading to our team. Our clients love Teresa’s grounded energy, depth of thought, and ability to listen deeply.
Sarah Noll Wilson is on a mission to help leaders build and rebuild teams. She aims to empower leaders to understand and honor the beautiful complexity of the humans they serve. Through her work as an Executive Coach, an in-demand Keynote Speaker, Researcher, Contributor to Harvard Business Review, and Bestselling Author of “Don’t Feed the Elephants”, Sarah helps leaders close the gap between what they intend to do and the actual impact they make. She hosts the podcast “Conversations on Conversations”, is certified in Co-Active Coaching and Conversational Intelligence, and is a frequent guest lecturer at universities. In addition to her work with organizations, Sarah is a passionate advocate for mental health.