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Posted: Tue 22nd Jul 2025
Here, change and technology consultant Tarnia Gonzo talks about how to approach changing business models and adapting to new economic conditions when you're running a business.
In her view, change is normal – and we should all embrace it.
I had to learn that my abilities weren't fixed and that pivoting wasn't a failure, but a chance to learn. When I started my business T&S Consulting, I had the perfect business plan. I knew what services I would offer, who I would work with, and how it would all grow.
That version of the business does not exist anymore.
Not because I failed, but because I paid attention. What I do now looks completely different because I let go of my original idea and stayed open to what people actually needed.
The truth is, this kind of work is full of unexpected turns. If you try to hold on tightly to one plan, it can feel overwhelming. But if you stay flexible, you'll find a way through and often end up somewhere better.
Here are a few things that helped me keep going when things felt uncertain.
To understand motivation, I lean on theory. On tough days, I come back to Vroom’s Expectancy Theory. In simple terms, it says we’re motivated when we believe our effort will lead to a result that matters.
So, I ignore the big picture and ask: "What is the single smallest action I can take right now?" A small, achievable task is usually what I need to keep going again.
I also lean heavily on Deci and Ryan's Self-Determination Theory, which says people need autonomy, competence and connection to thrive. When I feel stuck, I check in on those. The answers tell me exactly what I need to fix.
I use technology to make my life easier. The good thing about technology these days is you don’t need a big budget to make an impact.
I have leaned on AI to keep things simple and take tasks off my plate. Instead of procrastinating on the uninspiring tasks, I use ChatGPT to help draft initial ideas, which saves me hours. When I need a quick graphic for a presentation, Canva gets it done in minutes.
I started by asking: "What is the most annoying, repetitive task I do every week?" And then I found a tool for just that. By tackling one frustration at a time, I built confidence and freed up my time to focus on people, not admin. The small wins add up.
I've become comfortable with reinventing myself and my business. I used to think changing my offer meant I didn’t know what I was doing. Now, I see it through the lens of what Stanford psychologist Carol Dweck calls a "growth mindset."
I had to learn that my abilities weren't fixed and that pivoting wasn't a failure, but a chance to learn. And when someone tries a new way of working and it succeeds, I call it out.
This isn't just about being nice; it's practical. Belonging Theory tells us that when people feel seen and valued, they engage more. That quick "Great job" reinforces that we're all in this together.
Optimism isn’t just for Christmas. Being optimistic doesn't mean pretending everything is fine. It means trusting myself to figure things out, especially when things feel messy. That messy feeling is real, and it helps to understand the science behind it.
I often think about David Rock's SCARF Model, which explains that our brain perceives a lack of certainty as a direct threat. To counter that, I practise building certainty in small ways.
At the end of a tough week, I write down one hard thing I solved. This creates an evidence log. When I feel the threat of uncertainty creeping in, I can look back at it and prove to myself that I have handled difficult things before.
The original plan might not work out. But that is often how the best ideas show up.
