Anchors amongst change
“The only constant is change.” It’s one of those lines we’ve all heard so often that it’s treated as truth. It sounds wise, and to be fair, there’s wisdom in it. It reminds us that change is a normal part of business life, not an exception. It underlines the need for leaders to see change leadership as part of leadership itself. And it draws attention to people's change capacity: if change never stops, then supporting their resilience, wellbeing and psychological safety isn’t optional, it’s essential.
So far, so good. But let's stop there. Because if we take the phrase literally: if we really believe that nothing is constant except change, we risk creating a dangerous picture of organisations. Imagine a world where nothing persists except change, there'd be no coherence. No principles to guide decisions. No purpose that endures over time, and ironically, no sense of purpose to drive meaningful change. In that world, change becomes the end in itself. And change for change’s sake has never been a good idea.
Call me a pedant, it wouldn't be the first time. But let’s look at what this phrase gives us. "The only constant is change" is a piece of hyperbole, giving us a useful nudge to remember that change is ever-present.
But let’s also highlight what does remain constant, the anchors that give meaning and stability. Things like:
- The value an organisation strives to deliver to its customers, whatever form that takes.
- Cultural norms that define “how we do things around here.”
- Aspects of strategy that outlast shifting plans. It's worth considering Mintzberg's five Ps of Strategy here: position and perspective stay the same while plans around them may change.
I refer to them as anchors with the old hymn in mind - the Norma Waterson version of which is wonderful - because we are helped by 'an anchor that will hold in the storms of life'. These are what allow people to embrace change without feeling adrift.
We can see, therefore, the value of effective change narratives. They don’t just describe the new, they link it to what’s enduring. They show how today’s shifts connect to tomorrow’s bigger purpose. They frame change as part of the organisation’s longer story, rooted in identity and values that people can trust will remain.
So yes: recognise change as a norm. It’s not going away. But let’s not be fooled into thinking change is the only constant. If we lead as though it is, we shouldn’t be surprised when coherence, purpose and confidence start to slip away.
