Mastering Change: Leah Boxell on Tech Adoption, Strategy, and the Power of “Why”
In an insightful webinar hosted by Mercury’s Growth Marketing Manager Emily Jerman, Leah Boxell CEO of Enablists shared her expertise on navigating tech adoption and business change. Drawing from her experience and advising businesses through transformation, Leah offered an honest and practical approach to change management.
- Start with the “Why”
At the core of Leah’s approach is a simple but powerful question: “Why?” “The first thing to start with is what is the why? Why are you trying to do what it is that you're trying to do?” Leah emphasised that without a clearly defined purpose, change initiatives are likely to lose direction or gain traction internally. Whether the goal is to replace outdated systems, improve internal workflows, or enhance customer experience, leaders must know the value they’re looking to achieve. This not only guides decision-making but also keeps teams aligned as they focus on a shared vision.
- Communicate Early and Honestly
One of the most common mistakes in change management is poor communication. Leah stressed that silence only encourages speculation. “Not communicating is one of the worst things you can do in a project... People will make up their own narrative.” Leah advised leaders to share updates, even when things aren’t going smoothly. “Keep communicating” she encouraged. “And be honest when it's not going well either.” She recommended using a variety of communication methods to reach different audiences. Be that emails, social posts, town halls, and informal drop-ins. The goal is to ensure that everyone feels informed and involved. “People will pick up on things in diaries or meetings,” she said. “If you say nothing, they’ll fill in the blanks.”
- Engage your Detractors, not avoid them
Leah challenged a common misconception that everyone can or should be won over. “The misconception in change is that you're going to win everybody over... That's just not possible.” Instead, she encouraged leaders to identify and involve “detractors” as early in the process as possible. These individuals, often labeled as “naysayers,” will provide critical insights into potential mistakes and help shape a more resilient solution. “Bring them in because they are going to tell you what's not going to work and help you solution it, either during or after the process regardless!” By giving your detractors a seat at the table, businesses can turn resistance into input and avoid any last-minute derailments. “Whether you're going to have the conflict early or late, you're going to have it,” Leah said. “So, bring them in earlier.”
- Don’t Be Afraid to Stop
Another of Leah’s points was about knowing when to walk away from a project that’s no longer viable. “If you're not going to get the outcomes that you're striving for... stop the project.” She compared it to buying land for a house that you later realise you can’t build. “Would you still continue to spend the money if you knew you were going to have to rip it down afterwards?” she asked. “You wouldn’t, but we do carry on doing this in tech projects.” Leah encouraged leaders to regularly reassess whether the project is still aligned with its original goals. Continually ask the “why”. If the answer is no, whether that's due to budget overruns, shifting market conditions, or wrong assumptions, it’s better to stop and learn from the experience than to continue investing in an already failing initiative.
- Training Isn’t One-Size-Fits-All
Training is often treated as a checkbox at the end of a project, but Leah proved that it’s a critical component of successful adoption, and one that requires planning. “People will learn differently... Some people like user guides, some like video content, some need live training.” Leah emphasised the importance of adjusting the training plan to different learning styles and making it accessible. For example, video content allows users to revisit material at their own pace. But additional to the format you conduct your training in, Leah encouraged leaders to frame training within the broader context of business change. “People often expect to see the way they work today in just a different system... You need to be clear on what it is that they're going to be seeing.”
- Super Users Are Super Important
Leah is an advocate for identifying and empowering “super users” - your internal champions who can support their colleagues and reinforce adoption. “They need to believe in what the project is doing... Just by that enthusiasm, you'll naturally bring people with you.” These "super users” become the go-to resources for questions and troubleshooting, especially during a rollout. But Leah cautioned against relying on just one person. “What if that person leaves?” she asked. “Have multiple. Super users will build other super users.”
- Keep Momentum After Go-Live
Going live with a new system isn’t the end of the project, it’s just the beginning. Leah encouraged organisations to maintain momentum by creating an internal culture of curiosity and continuous improvement. “Your people are the best people that are going to tell you how to improve so give them permission to be curious.”
- Engagement Is Everything
When asked how to deal with a disengaged team during change initiatives, Leah advised leaders to look at the root causes of disengagement. Whether it’s job dissatisfaction, lack of clarity, or cultural issues, they need to be tackled head-on. Final Thoughts“There’s a misconception that change management and projects need to be really complex... It can be really simple, but it's just about having some of the key components in place that will get you there.” Her advice? Stay aligned in your “why,” communicate clearly and consistently, involve your team at every stage, and don’t be afraid to pivot, or stop, if things aren’t working. Watch the full webinar recording to hear the complete conversation here.