Has this ever happened to you?
In professional conversations, people often ask me — and still do — “So, are you more theoretical or more practical?”
The hidden assumption is that theory doesn’t lead to action, as if the two were somehow in conflict.
It’s true that many theories offer little value in daily corporate life. For example, Schumpeter’s theory of creative destruction doesn’t really help a manager make day-to-day decisions, even when they must innovate or deal with the effects of innovation on their teams.
Still, the question makes sense if we clearly distinguish between the purpose of a theory and its field of application.
Applying theory effectively in practice
A theory usually formalizes a logical model, a causal chain, or a key aspect of reality. It helps us simplify and retain essential insights.
To use a theory well, ask: “What are we really talking about? What’s at stake here?” This makes it easier to see whether the theoretical lens is useful or if a different one is needed for action.
When this quick discernment happens, theory becomes a powerful tool. You act more consciously on certain levers to create the effect you want.
After the action, take a step back. Identify what made it work—or partly work—and you’ll develop new criteria for future challenges.
A vision of people at work and their two main faculties
An example of this back-and-forth between theory and practice can be seen in change management.
Leaders handle transitions better when they offer not only spaces for understanding issues and principles, but also moments to process emotions—positive or negative.
These practices rest on a theoretical view of people at work. They mobilize two main faculties: intelligence (the ability to understand and discern) and willpower (the ability to commit—or not, to like—or dislike).
From this perspective, here are some guidelines to drive managerial action during change.
Key guidelines for acting effectively during change
As a manager, create frequent opportunities for people to use their intelligence. Help them grasp what’s at stake, see the consequences of each action, and draw from their own experience. When you do, change goals become easier to achieve.
Mobilizing willpower is harder. Many leaders stumble here. It’s not enough to ask, “Do you want to follow me?” or to launch a new initiative with enthusiasm.
You must also acknowledge negative perceptions and let people express them. This reduces resistance. Then, take real action to build collective energy—the energy a leader needs to face obstacles during change.
This approach may not resonate with every manager dealing with complex transformations. Yet it can be reframed:
What am I doing, as a leader, to strengthen trust and agility—especially when they seem to vanish right when I need them most?
Curious to learn more?
I hope this sparked your curiosity by showing a bit of theory while keeping the focus on practice.
My aim is simple: to show that a sound theoretical understanding of people, applied to real business situations, enables deeper and more effective action during change. It also helps build lasting value.
For me, this constant movement between theory and practice feels natural. That’s why I’m always surprised when someone asks me that question.
And you—has anyone ever asked you this?
