Understanding the Change Curve: Insights from Dave Furst, VP of Managed Services

Change is inevitable, and managing it effectively is crucial to ensuring a smooth transition for organizations and their employees. In a recent interview with John Carruthers on the Mosaic Insiders Network, Dave Furst, Vice President of Managed Services, shared his expertise on navigating change and the pre-stages of change management.

 

The Change Curve: Beyond Logistics

The change curve is often compared to the stages of grief. When change is introduced, employees go through a range of emotions, initially resisting or feeling uneasy about the shift. According to Dave, change management isn’t just about training materials or project steps—it’s about understanding the mindset of those experiencing change.

 

“We often bolt on training at the end of a project without considering the human aspect of change,” Dave explains. He highlights that organizations can see smoother transitions when they focus on how their employees are experiencing the change, instead of just the logistics. “I’ve seen both simple changes fail due to poor change management and complex changes succeed because we did it well.”

 

The Importance of Listening and Avoiding Assumptions

One critical aspect of effective change management is understanding the perspectives of employees. “We often make assumptions about how people will react to changes, but have we actually spent time listening?” Dave poses. He encourages leaders to first understand their employees’ viewpoints before moving forward with any change.

 

John Carruthers adds to this by emphasizing the dangers of assumptions, which can lead to poor communication and resistance. He asks Dave how leaders, especially HR leaders, can break down these barriers and engage in meaningful conversations with employees who may not even recognize the need for change.

 

Dave suggests, “Start by identifying your ‘change influencers’ or ‘change champions.’ These are individuals within the organization who can influence others and help spread positive perspectives on the change. It’s crucial to actively listen to these influencers and involve them early in the process.”

 

Creating Change Champions

In larger organizations, leaders may not have the capacity to listen to every employee. This is where the concept of “change champions” comes into play. Dave recommends starting with leaders from different departments and interviewing them to identify the influencers within their teams.

 

“Go beyond just sending out surveys. Speak directly to these influencers to understand what’s going well, what’s not, and how they do their work. When leaders take the time to listen, employees feel heard, and this builds trust,” Dave says. He shares an anecdote about a utility company that implemented a new system without listening to its employees, leading to chaos and frustration—both internally and externally. This could have been avoided by simply engaging with the workforce beforehand.

 

Patience and Perspective: Keys to Change

When asked about the one key factor organizations should focus on when starting a change process, Dave points to two essential components: perspective and patience.

“Understanding perspective is critical. You may have one view of the change, but the people you’re leading through it may have a completely different one,” he explains. Dave uses an insightful analogy to illustrate the importance of perspective: “Imagine two people looking at the same number from opposite sides—one sees a six, and the other sees a nine. Both are right, but they’re seeing things from different viewpoints.”

 

Patience also plays a significant role in guiding people through the change curve. “People move through the change curve at different paces, and as leaders, we need to be patient and empathetic, understanding that a change in perspective is what will ultimately lead to a successful change in process.”

 

Building a Relationship Through Change

One of Dave’s core messages is that change management is about relationships. Leaders must work to ensure employees feel heard and valued, which builds trust and reduces resistance to change. “Positivity spreads just as quickly as negativity,” Dave says, adding that when employees feel like their voices are being heard, they are more likely to buy into the change, even if they don’t necessarily agree with every aspect of it.

 

Conclusion: The Human Element of Change

Change management isn’t just about new systems or processes—it’s about guiding people through a shift in perspective. By actively listening, engaging influencers, and exercising patience, organizations can navigate the complexities of change more effectively.

As Dave sums it up, “It’s not about who’s right or wrong—it’s about understanding the other side, coming together, and moving forward in a way that benefits everyone.”

 

Who is HR for HR?

I recently attended an event with HR leaders, and a central theme was: Who supports HR? For most, the answer was “no one.” While we may share bits with family, friends, or therapists, HR leaders largely face challenges alone.

Let’s be honest: you can’t go to your CEO and say you’re burnt out or feel like things are falling apart. We are expected to carry on, supporting our employees, HR teams, and leadership. We need to be there to help everyone else – but who is helping us?

In the last decade, HR’s role has shifted dramatically. Today, we are seen as trusted business partners and advisors. We have a seat at the executive table. Our voices are heard in the important conversations about company direction and strategy. And at the same time, we are also still a risk management function. A compliance function. Sometimes a payroll function. In fact – that’s predominantly the view of HR functions to this day: 63% of CEOs feel that HR is an administrative function.

The past five years, however, have pushed HR leaders further. The pandemic, economic fluctuations, and social movements have forced HR to evolve into a strategic partner in business resilience. Suddenly, HR is not only responsible for people management but also for being the voice of empathy in crises, ensuring employee well-being, and adapting to remote or hybrid work cultures.

With this transformation comes an immense emotional burden. HR leaders now absorb the stress of the entire organization, mediating between employees and management, often handling high-stakes situations like layoffs, conflict resolution, or mental health crises. And in many cases, HR leaders are also the sole decision-makers for critical areas such as employee relations and performance management strategies. It’s no wonder why 53% of HR leaders polled by Hogan feel burned out, and 44% say their stress has increased dramatically in the past year.

Given these challenges, it’s more crucial than ever for HR leaders to invest in ourselves and build support networks. Before we can help our teams, we need to put our own oxygen masks on first, establish healthy boundaries, and prioritize our health and wellbeing. Connecting with peers through events like Aspire, DisruptHR, or our Mosaic Insiders Network can provide a much-needed outlet and resource for shared experiences and solutions. Additionally, Mosaic offers an HR advisory service – a true “HR for HR.” With this service, you can retain a strategic HR consultant for ongoing support. Whether you need help brainstorming a benefits strategy, sharing best practices on performance reviews, or seeking guidance on elevating your HR team, we’re here for you. Think of us as a partner in every aspect of your HR journey, just a phone call away.

Building strong networks and leveraging resources like Mosaic’s HR advisory service isn’t just a luxury – it’s essential for staying effective and resilient. As we help others thrive, we should be just as committed to our own growth and well-being. You don’t have to do this alone.

Steering the Benefits Ship: How to Navigate Open Enrollment

Open enrollment can feel like a maze of benefits options that leave employees scratching their heads. When people are overwhelmed by choices, they tend to miss out on perks that could really enhance their lives. But here’s where you come in—business leaders have a golden opportunity to step up, cut through the confusion, and build a culture of well-being that boosts satisfaction, retention, and productivity.

Benefits Education: It Starts with You

Sure, HR traditionally runs the show on benefits education, but when leaders get involved, it sends a powerful message. You can make benefits like unlimited PTO and mental health support not just available, but actually used. By leading the way—literally showing that you prioritize well-being—you help create a workplace where everyone feels they belong and are supported.

How You Can Boost Benefits Utilization

If you want employees to take full advantage of their benefits, you’ve got to talk about them—and often. Your voice carries weight, so use it to highlight why signing up for benefits is so important. Sharing personal stories about how you’ve benefited from the company’s offerings makes it real for your team. Show them that the financial tools provided aren’t just numbers on a page—they’re practical resources for securing their futures. Additionally, by tracking and reporting on how employees are utilizing their benefits, you can better understand their needs and ensure that they’re taking full advantage of what’s available. Remind your team about PTO, mental health days, flexible schedules, and personal coaching to nurture a supportive and thriving workplace culture.

Keep the Conversation Going

Don’t let the benefits talk die after open enrollment. Regular check-ins throughout the year keep these resources top of mind, especially those lesser-known perks. By spotlighting benefits that tackle specific health concerns, you reinforce that you’re committed to their well-being all year round. Remind your team about PTO, mental health days, flexible schedules, and personal coaching to keep that culture of support thriving.

Walk the Talk

Leading is more than just giving instructions—it’s about showing the way. If you’re encouraging work-life balance, then you need to be the first to unplug during vacation. When execs truly disconnect, it sets the tone for everyone else to do the same. Join in on those workplace wellness challenges—it’s a fun way to promote health and build camaraderie at all levels.

Wrap-Up: Be the Change

HR might be the backbone of benefits education, but as a leader, you have the power to amplify those efforts. By actively engaging with benefits, sharing your experiences, and keeping the conversation alive, you can help your team navigate open enrollment like pros, fostering a culture that truly values employee well-being and success