If you’ve ever felt like managing change is a bit like leading an expedition into uncharted territory, you’re not alone. In times of transformation, many leaders find themselves balancing vision, strategy, and—most importantly—the human element of change.
One model I return to again and again is William Bridges’ Transition Model. Unlike many change models that focus on external shifts (like reorganizations or new technology), Bridges’ model zooms in on the inner journey people experience when confronted with change.
And let’s be clear: that’s where the real work—and the real opportunity—lies.
Bridges breaks transition into three distinct phases:
1️⃣ The Ending Zone – where we say goodbye to the old ways
2️⃣ The Neutral Zone – where we navigate uncertainty and possibility
3️⃣ The New Beginning – where new patterns take root and momentum builds
Each phase is essential, and each one calls for a different kind of leadership presence.
Phase I: The Ending Zone
“Before you can begin something new, you have to end what used to be.” – William Bridges
Change often starts with an ending. Sounds simple, right? But as any leader knows, endings are rarely neat and tidy.
Think about leaving a beloved job, moving from a familiar neighborhood, or even giving up a comfortable routine. There’s often excitement about what’s next—but there’s also grief, uncertainty, and a sense of loss.
Your role as a leader? Help your team pack—or unpack—their emotional bags with care.
Here’s how:
✅ Acknowledge the discomfort. Pretending everything’s fine doesn’t build trust; naming the challenges does.
✅ Celebrate what worked before. Give people the opportunity to honor what’s ending—it’s a way of respecting the past.
✅ Set clear markers for moving forward. Define what’s ending and what’s beginning so that people know where they stand.
A team that feels heard and supported in endings is more likely to embrace what’s next with curiosity rather than resistance.
Phase II: The Neutral Zone
This is the messy middle—the place between the old and the new. It can feel like being adrift on open water without a clear destination.
But the neutral zone is also the creative zone.
When old ways no longer hold us back, possibilities emerge. This is where innovation can thrive—if you, as a leader, create the conditions for it.
Here’s where to focus:
🎯 Encourage experimentation. Give your team permission to try things—without fear of failure.
🎯 Celebrate small wins. Recognize progress, even if it feels incremental. A small win can be the spark that fuels momentum.
🎯 Create short-term goals. Break the big change into manageable pieces so your team doesn’t get overwhelmed.
🎯 Keep spirits up. Regular check-ins go a long way in keeping your team engaged and supported.
Remember, the neutral zone can feel like the most uncomfortable phase—but it’s also the space where transformation takes root.
Phase III: The New Beginning
At last, the new beginning—where the new way of working, thinking, or being starts to feel more natural.
But let’s not assume this phase is automatic. Just because something has officially “launched” doesn’t mean it’s fully embraced. New habits need nurturing, and teams need to see that change is working.
Try this:
🌱 Point out progress. Don’t assume people see the change working—highlight it!
🌱 Reinforce new patterns. Acknowledge and reward behaviors that align with the new way forward.
🌱 Share success stories. Stories are powerful—they make the change feel real, achievable, and even inspiring.
🌱 Build on momentum. Keep the energy going. Remind the team that they’re part of something meaningful.
Every Change Follows a Journey
Change doesn’t happen in a straight line. Every team, every organization, every leader moves through these phases differently.
The question is: will you be the kind of leader who guides your people through each phase intentionally—or will you leave them to navigate the journey alone?
Great leaders show up with presence, patience, and empathy—supporting their teams through the endings, the neutral zones, and the new beginnings.