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Frame 1: Boss Betta: Hermie, I’m ready to roll out my new initiative to restructure how we operate.
Frame 2: Hermie: Okay, Boss. However, don’t you think asking the rest of the team if they’re ready for such a big change would be useful?
Frame 3: Boss Betta: Why?
Frame 4: Hermie: Good change management relies on communicating the vision and getting feedback.
Boss Betta: Fine. Do a survey.
Frame 5: One week later…
Hermie: Well, Boss, I have the change readiness survey results. People don’t understand the change or its reason and will likely resist your initiative.
Boss Betta: Ah.. I see… the people had a chance to express their feelings.
Frame 6: Boss Betta: Okay, now that that’s out of the way,.. Hermie, I’m ready to roll out my new initiative to restructure how we operate.
Hermie scowls.
Why Real Change Requires Real Listening
How leaders handle change determines whether it succeeds or fails. In many organizations, top management announces change initiatives from the top with little to no employee input. Leaders often ask for feedback, but if they don’t use it, they risk alienating their teams and undermining the change they hope to implement.
In the latest Hermie the HR Hermit Crab cartoon, Boss Betta exemplifies this problem:
- He has a plan for restructuring operations.
- Hermie wisely suggests gathering feedback to gauge employee readiness.
- Boss Betta reluctantly agrees to a survey—but completely disregards the results.
Instead of using the data to refine the initiative, he barrels ahead as if nothing happened. His approach is a masterclass in what not to do when leading organizational change.
Change Without Buy-in is Doomed to Fail
John Kotter’s 8-Step Change Model emphasizes creating a sense of urgency, building a guiding coalition, and generating short-term wins before fully implementing change. One critical misstep Boss Betta makes is skipping step 4: Communicate the Vision and step 5: Empower Broad-Based Action—both of which require listening to employees.
Why Employee Feedback Matters in Change Adoption
- Feedback Builds Buy-In – Employees will more likely support change when they feel heard and understand its purpose.
- Change Readiness Predicts Success—Surveys and focus groups can reveal whether employees are ready for a shift or whether resistance will derail the initiative.
- Psychological Safety Encourages Honest Dialogue – If people fear retaliation for speaking up, they either say what leaders want to hear or disengage completely.
Kotter’s work, along with Kouzes & Posner’s The Leadership Challenge, stresses that leaders must be credible, forward-looking, and empowering. Boss Betta, in contrast, goes through the motions of gathering feedback but ignores it, signaling that employees’ concerns don’t matter.
Real Change Leaders Listen and Adapt
If Boss Betta truly wanted his initiative to succeed, he could have done a few things differently:
- Engage employees early – Instead of dictating change, involve employees in shaping it.
- Address concerns openly – Employees resist change when they don’t understand the “why.” A clear vision, backed by data and honest discussion, reduces uncertainty.
- Use feedback to refine the approach – Ignoring survey results doesn’t make resistance disappear—it amplifies it. Adjusting plans based on feedback fosters trust and smoother adoption.
Final Thoughts: Don’t Just Collect Feedback—Act on It
Employees don’t expect to control every decision but expect leadership to listen and respond thoughtfully. Good leadership doesn’t pretend to hear feedback—it elicits and uses it to guide better decisions.
Boss Betta may wish to move forward, but his initiative will fail without genuine buy-in. Real leaders don’t just push change; they build momentum by listening, adapting, and leading purposefully.
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