In the Terminal of Change: What Airports Teach Us About Transformation

This was originally a post on LinkedIn, written ON 12/05/2025.

I just had a realization that I absolutely love airports!

As I am sitting at the airport bar right now, preflight drink in hand, Chicago-bound to see old friends, I am wrapped in the feeling of anticipation to experience adventure, possibility, movement.

Every person here is in transition. Heading somewhere new. Leaving something behind.

It strikes me that this is exactly what happens during mergers, acquisitions, and major organizational change.

Here’s what I’ve learned working with executives navigating these moments: 𝐓𝐡𝐞 𝐬𝐮𝐜𝐜𝐞𝐬𝐬 𝐨𝐟 𝐚𝐧𝐲 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧 𝐥𝐢𝐯𝐞𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐬𝐩𝐚𝐜𝐞 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐯𝐢𝐬𝐢𝐨𝐧 𝐚𝐧𝐝 𝐟𝐫𝐨𝐧𝐭𝐥𝐢𝐧𝐞 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧. The strategy is usually sound. The vision is compelling. Synergies, efficiencies, market position, real value that can transform organizations.

But here’s where most transformations stall: the gap between boardroom vision and what actually happens on the ground.
While executives are mapping the destination, hundreds or thousands of people are sitting in their own version of this airport, wondering: Where am I going? What happens to my career? Will I matter there?

This isn’t just a “people problem” to manage. 𝐈𝐟 𝐲𝐨𝐮𝐫 𝐟𝐫𝐨𝐧𝐭𝐥𝐢𝐧𝐞 𝐜𝐚𝐧’𝐭 𝐞𝐱𝐞𝐜𝐮𝐭𝐞 𝐭𝐡𝐞 𝐯𝐢𝐬𝐢𝐨𝐧, 𝐭𝐡𝐞 𝐯𝐢𝐬𝐢𝐨𝐧 𝐝𝐨𝐞𝐬𝐧’𝐭 𝐦𝐚𝐭𝐭𝐞𝐫. The organizations that get transformation right do both: they deliver strategic impact while respecting that every person has their own trajectory. Their own growth. Their own potential that shouldn’t be sacrificed for “alignment.”

Real alignment doesn’t mean everyone falls in line. It means translating executive vision into frontline reality in a way that makes both the organization and its people stronger.

So yeah, I’m heading to Chicago for a personal trip. But I’m thinking about all the executives navigating their own transitions right now.

The best leaders don’t just move organizations from point A to point B.
They make sure their people arrive better than when they started.