In the high-stakes world of organizational development, leaders are constantly looking for the spark that will ignite performance. Whether it is implementing a new technology, restructuring a department, or pivoting a business strategy, the need for speed is palpable. But there is a fine line between lighting a fire under your team to generate momentum and lighting a fire that burns the whole house down.
In Episode 97 of the Harmonious Workplaces podcast, hosts Rich Cruz and Ben Kleinman tackle the complex topic of Urgency. Specifically, they explore how to create the necessary energy for change without triggering the “dumpster fires” of panic, anxiety, and burnout.
Here is a breakdown of their insights on leading change with clarity rather than fear.
The “Presumption of Fire”: What the Standards Say
Is urgency actually required for change? Ben Kleinman, a Certified Change Management Professional (CCMP), notes that the ACMP Standard—the global guide for change management best practices—does not explicitly instruct leaders on how to light a fire.
Instead, the standard operates on a “presumption of fire”. The assumption is that the business case for change—the investment, the risk, the strategic need—is already strong enough to compel action. However, relying on the presumption that people should care isn’t enough to make them actually care.
The hosts contrast this with John Kotter’s famous 8-Step Model, where the very first step is explicitly “Create a Sense of Urgency”. They also draw parallels to the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement). Ben insightfully compares the “Awareness” and “Desire” phases of ADKAR to marketing: you have to make people aware the “widget” exists and create a genuine desire—a sense of FOMO (Fear Of Missing Out)—so they actually want to adopt the new way of working.
Campfires vs. Dumpster Fires: Managing Stress
A central metaphor in this episode is the difference between a campfire and a dumpster fire.
- A Dumpster Fire (Distress): This is panic. It leads to anxiety, burnout, and people running for the exits.
- A Campfire (Eustress): This is “good stress.” It creates focus, momentum, and a gathering place where people want to roast marshmallows and work together.
The goal of change leadership is to move away from fear-based pressure and toward “clarity with consequences”. As Rich Cruz notes, urgency shouldn’t be about running faster blindly; it should be about agreeing on why we are moving at all.
The Antidote to Panic is Agency
How do you prevent healthy urgency from devolving into panic? The hosts suggest the answer lies in co-creation and self-efficacy.
Panic often sets in when employees feel a loss of control. To counter this, organizations must focus on building knowledge, skills, and abilities. Rich, drawing on Industrial-Organizational Psychology, explains that when employees feel they have the competence to master the new way of working, fear subsides.
Ben adds that co-creation is a vital tool for preventing panic. Instead of handing down a mandate saying, “Here is your new tool, use it,” leaders should bring employees into the conversation. When people are given a voice to help design the “how” of the change, they develop a sense of ownership and control, which naturally lowers anxiety.
4 Strategies to Sustain Urgency Without Burnout
Change initiatives are rarely sprints; they are marathons that eventually need to become operationalized. Rich and Ben offer four practical strategies for keeping the flame alive over the long haul:
1. Use Data to Validate Progress
Don’t just set a goal and wait for the end. Regularly show the baseline versus where you are now. Showing the data—the improvement or the “delta”—validates the effort and builds momentum.
2. Leverage Peer-to-Peer Storytelling
Data is essential, but stories move people. Rich emphasizes the power of sharing success stories, not just from the C-Suite, but from peers on the front lines. When an employee hears a colleague say, “I used this new process and it made my life easier,” it creates social proof and encourages the “in-group” dynamic.
3. Connect to the Ultimate “Why”
Ben draws on his experience in the pharmaceutical industry to highlight the importance of connecting change to the beneficiary. When a team understands that their urgency helps save a patient’s life, the “why” becomes a powerful sustainment tool that cuts through daily operational friction.
4. Create Social Moments
Humans are social beings. We crave connection. Creating mixers or cross-functional celebrations allows people to share their experiences and reinforces that they are navigating the change together, preventing the isolation that leads to disengagement.
Change Management vs. Change Leadership
Ultimately, Episode 97 establishes a crucial distinction:
- Change Management focuses on plans, timelines, tools, and risk mitigation.
- Change Leadership focuses on mobilizing people, shifting mindsets, and creating the emotional conditions for movement.
Urgency is a leadership act. It requires creating an environment where people feel competent, included, and inspired rather than terrified.
Ready to Light a Fire Without the Smoke?
Creating sustainable urgency requires more than just a mandate; it requires a strategy that blends psychology, leadership, and practical execution. If your organization is struggling to get people moving, or if you are seeing signs of “dumpster fires” rather than productive campfires, we can help.
At Harmonious Workplaces, we blend theory and practice grounded in real-world experience to help you build better ways of working. Whether you need help with organizational culture, change management, or workplace behavior, our consultants are ready to guide you.
Visit our Solutions page today to learn how we can help you lead change effectively: https://harmoniousworkplaces.com/solutions/
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