Step change and the sweet spot for growth

Photo by Jukan Tateisi

As I’m writing playbooks and training material for clients, I keep coming back to this question: where’s the sweet spot for growth and stretch?

We all know that mindset and behaviour change don’t happen overnight. It’s a process—one that requires clarity, consistency, and modelling. When leaders embody the desired state in a way that’s natural and authentic (not performative or patronising), it becomes a living example for others to follow.

But what happens when the gap between where people are and where they need to be feels enormous? Too big, too hard, overwhelming—so much so that people think, “Why bother?”

Let’s break the process down.

Assessing the Current State: Before launching into change, we need to take a good, honest look at where we are. Without a clear-eyed assessment of the current state, any attempt at growth risks missing the mark. This means understanding not just the skills and knowledge of individuals but also the cultural and systemic factors that shape behaviour.

Clarity of the Desired State: Once we know where we are, we need to define where we’re going. But here’s the trick: if the desired state is too vague or lofty, people will struggle to latch onto it. If it’s too rigid, it can feel alienating or inauthentic. The key is to make it tangible. Paint a clear picture of what good looks like, making it feel achievable rather than a distant ideal.

Step Change - Training & Playbooks That Guide the Way: This is where playbooks and training materials come in. They should absolutely highlight the optimal state, but more importantly, they need to show the actual steps to get there. Without a clear path, people can feel overwhelmed, which leads to resistance or disengagement. Small, incremental steps build momentum and confidence. Give people practical, digestible actions as well as an inspiring vision.

Leaders Modelling the Desired Behaviour: People take their cues from leadership, whether explicitly or subtly. Leaders who consistently model the behaviour they want to see make change, or the desired state, feel possible. This isn’t about perfection—it’s about showing the journey adventure in real-time, being open about challenges, and demonstrating progress.

Leaders Coaching Ways of Thinking: Behaviour change is driven by mindset shifts. Leaders who coach not just what to do but how to think create deeper transformation. Instead of just instructing, they help people explore perspectives, ask better questions, and challenge their own assumptions. This kind of coaching fosters independence and adaptability, rather than just compliance (critical for learning!).

Creating Feedback Loops: Sustained growth depends on feedback. Not the once-a-year performance review kind, but continuous, meaningful conversations that help people course-correct in real-time. Loops are just as much about them offering information, as it is about leaders giving information. Therefore, feedback loops need to be safe (to talk about miss-takes, set-backs, and such), constructive, and encouraging—supporting progress, not just pointing out gaps.

Reinforcing Positive Change: Every step forward needs to be recognised. Growth can be messy, and people need reassurance that they’re on the right track. Especially if their peers are moving at a different pace. Reinforcing positive change—whether through acknowledgement, celebration, or simply reflecting on progress—keeps momentum and the desire to change.

So, where is the stretch sweet spot? It’s where challenge meets support. It’s about setting high expectations but providing the tools, guidance and support to get there. It’s ensuring clarity and consistency but allowing for flexibility as well. It’s a balance of pressure and patience. And most importantly, its making growth feel both possible and worthwhile.

Ellie Mason: as a storyteller and a playbook writer Ellie engages curiosity, systems thinking, and development theory to produce practical how-to manuals for teams and organisations going through culture or capability change transitions. Making sense of the ambiguous, communicating clearly, and connecting the how with the why.