Embrace Change Rather Than Fight It

Molly Graham believes that embracing change is far more productive than fighting it, especially in high-growth environments. When faced with organizational shifts, new leadership, or role changes, our natural instinct is to cling to what we've built and resist the transition.

The most valuable thing you can do as a manager during periods of change is to help people focus on the future rather than dwelling on the past. When someone gets layered or their role shifts, they often can't see what's around the corner, but fighting change almost always leads to becoming the worst version of yourself. Even situations that initially feel like setbacks—such as being layered—frequently lead to unexpected growth opportunities that weren't visible at the time.

This perspective requires recognizing that emotional reactions to change are normal but not necessarily useful guides for decision-making. Graham personifies these reactions as "Bob the monster," whose job is to make you the worst version of yourself. The key is acknowledging these emotions without acting on them impulsively. Most emotional reactions pass within two weeks—anything that persists longer might warrant deeper attention.

For leaders implementing changes, this means communicating with empathy while still moving forward. For individual contributors, it means understanding that careers are long, and what feels dire in the moment is often just one small chapter in a much larger story. The path forward involves letting go of control, accepting that change is inevitable, and trusting that embracing new challenges—even uncomfortable ones—typically leads to greater growth than clinging to familiar territory.

When making decisions during transitions, ask yourself what you would do if emotions weren't involved, then focus on implementing that decision with kindness and clarity. This approach serves both the business and the individuals within it better than avoiding necessary changes to spare short-term discomfort.