Across town in another pub, the manager being moaned about, says to a friend: “Every time I try to introduce a change I just get ‘That won’t work…we’ve tried it and it doesn’t improve anything…moan, moan, moan’.”
Does this sound familiar? Poorly managed changes can impact on so much; our work performance, our workplace relationships (as well as relationships outside work) and our well-being, both physically and mentally.
Tackling fear of change
Most of us are wary of change. Common concerns are whether we will have the skills to do what is needed or how it will affect the way in which we currently work. Forcing us out of our comfort zones can be painful.
For those involved in implementing a change and those managing it, things can be so different if the change is talked about at the right time and in the right way.
Managers are often nervous of their team members’ reactions, so they avoid discussing it with them. Team members then get frustrated they’ve not had the chance to air their thoughts and questions and become negative towards the change, regardless of whether the change is a positive one or not.
The first time I managed a change which I knew wouldn’t be popular, I took a “brave pill” and called a full team meeting. I was amazed as the conversation went on, that team members themselves started to identify positives that could come from the change – and made some suggestions I had not thought of myself.
But even if they don’t identify positives themselves, having the chance to discuss the change is likely to make a huge difference in the longer term. The cause of resentment about a change is often the way it has been handled and usually the lack of communication, not the change itself.
The power of open conversations
The hardest part for a manager is often opening up the discussions and handling people’s initial reactions. To help with this:
- Plan the conversation. Do it in person or on a virtual meeting, so there is a chance to ask and answer questions. You are likely to be short on time (aren’t we all nowadays?) but investing time at the beginning can save you hours later, trying to undo the negative feelings that are likely to have built up.
- Be as open as you can. Be honest if you don’t know the answers to questions and agree how and when you will get more information. If the answers are “out of your hands” be open about that, without blaming anyone else, and focus the conversation on what you do know and what you and the team can do to prepare for the change.
- Involve your team. The start and outcome of a change may have been decided by others, but how the change is implemented often gives scope for team members to drive and shape the change. They are often the ones with the best knowledge of the processes which may be changing and if they are feeling positive, they can be the invaluable problem-solvers.
- Start the communication as early as you can. Maintain the flow of information at every stage of the change. A common pitfall is to let the communication fall away – assuming everyone knows what they need to know. Don’t fall into this trap. The communication should be ongoing and flow into the evaluation of the change…again, something managers often forget to do.
- Build evaluation in from the start. Involve the team in identifying ways to evaluate how successful the change has been. Make it clear that their experiences and feedback will be vital in ensuring continuous improvement
And evaluating a successful change is the best way to set the scene for the next change you need to make!
FICPI’s view
FICPI uniquely combines education and advocacy on topics around patents and trade marks, with a focus on developing the professional excellence of its individual members. FICPI is aware of the stresses and strains that come with being an IP attorney or being a partner in an IP firm and regularly invites speakers and blogs on this topic. FICPI Forums, Congress, committees and meetings are opportunities to gather insights from the international IP attorney community on any issue, whether it be practice-related or topics of patent and trade mark law.
Next steps
- Hear Stella at the 2025 FICPI World Congress in Naples where she’s moderating the session: IPPM 3 // From chaos to clarity. The session will discuss practical ways to help make change a positive experience, with a particular emphasis on people and communication. Ian Gill, Partner at Venner Shipley in the UK is moderating the session and will be in conversation with Stella.
This blog is published today (10 October 2025) as one of our articles marking World Mental Health Day 2025.
- Read our sister blog for World Mental Health Day, "Mental health in the workplace – what are our responsibilities as leaders, if any?" by Claudia Berndt. Claudia is moderating the Practice Management Session: IPPM 2 // Stress less, succeed more, on Wednesday 15 October 2025. She will discuss the unique pressures faced by IP attorneys and their impact on mental health.
Claudia will be joined by speakers: Thom Dyke, of Deka Chambers in the UK; Lisha Harilal of Club Advocates in South Africa; and Swarup Kumar, FICPI Deputy Secretary General and of Kumar & Sardana Associates in India.
The IPPM sessions are an initiative of our Practice Management Committee, to get involved contact President, Anne Lévy, on [email protected] or click to find out more.
Our World Mental Health Day collection is led by our DEIA committee, If you are interested in getting involved with its work, contact President Sharon Crane on [email protected] or click to find out more.