Last night, a thought struck me: “If you want to change, you have to change.” Simple, but powerful. It’s an extension of that well-known phrase: “Be the change you want to see in the world.”
Why talk about change? Because in engineering—and in leadership—change is constant. Processes evolve, technologies advance, teams restructure. And yet, when it comes to personal or career growth, we often forget the basics.
Change Isn’t Amorphous—It’s Manageable
A quick Google Scholar search for “change management process” returns 6.4 million results. There’s a reason for that: change is hard, and managing it well matters.
In large organizations, successful change management boils down to two things:
- Stakeholder alignment
- Clear desired outcomes
That’s it. Seriously.
What Does This Look Like in Practice?
Imagine your company decides to shift from X to Y. It could be as big as implementing a new ERP system or as small as adjusting core working hours for one person. Either way -it’s change. And people, as a rule, resist it.
Stakeholder alignment doesn’t mean everyone agrees. It means everyone understands what’s happening and commits to supporting it publicly – even if they have reservations. Resistance isn’t bad; it often surfaces blind spots that need attention.
Clear outcomes are equally critical. Vague goals like “increase engagement” sound good but are impossible to measure. Instead, define success in concrete terms:
“Move from 3.5 to 4.0 on the employee satisfaction survey by end of Q3.”
Simple. Measurable. Time-bound.
What Does This Have to Do With You?
Change management isn’t just for organizations – it’s for individuals too. If you want to grow in your engineering career, the same principles apply:
- Be clear on the change you want.
“I want to be more visible as a technical leader” is a start, but what does that look like? Speaking at one industry conference? Leading a high-profile project? Publishing two technical papers this year? - Manage your stakeholders.
Yes, even for personal change. You are your first stakeholder—are you committed to the work? Then consider others: your manager, your team, your family. If you plan to take on a leadership program, how will you communicate the time commitment? What support do you need?
Plan Your Change
Every change needs planning—whether it’s a reminder on your phone or a full project plan.For example, my recent journaling practice started because I was given a journal at a conference. That simple gift became the catalyst for change. I didn’t just put it on a shelf – I decided when, where, and how I would use it. My goal? A Monday-to-Friday habit, first thing in the morning. It’s not perfect yet, but having a clear plan makes it possible.
The same applies to career moves. Want to transition into management? Map out the skills you need, the projects that will showcase them, and the timeline for achieving them.
Bottom line: Change doesn’t happen by wishing for it. It happens when you define it, plan for it, and manage the people (including yourself) who will be impacted.
Your Call to Action
As we review 2025 and look ahead to 2026, ask yourself:
What’s one change you’re ready to own next year?
Is it building technical visibility? Strengthening leadership skills? Creating better work-life boundaries?
Write it down. Define the outcome. Identify your stakeholders. And start planning now -because if you want change, you have to change.
EngineerHer 
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