Choosing Change: Five Ways to Positively Engage Employees and Drive Business Success

by Jaci Neal and Larraine Solomon:

The words “We’re going to be making a few organisational changes” are enough to strike fear into the heart of any employee. “Does this mean I will lose my job?” and “what will this mean for me?” are two of many pressing questions that even the most confident of employees are likely to worry about.

It’s no wonder then, that employees often resist change. And over time, this uncertainty can have a significant impact on both customer service and overall business performance.

In an era of global turmoil, cut-throat competition and fast-moving AI advancements, organisations are altering their business models faster than ever before. As leaders and change communicators, at any given time, we’re likely to be navigating restructures, M&A deals, new processes, new technology and new ways of working—sometimes all at once.

There has never been more change — but at what cost?

The human cost of change Research conducted this year by the World Economic Forum highlights a concerning trend: employee well-being is declining. Data indicates that 38% of workers are at risk of mental health issues, with more than 65% already suffering from burnout.

But does it have to be this way? Are we destined to continue to fight a rear-guard action, constantly mitigating the negative effects of change on employees? Or is it possible to create the conditions where employees choose to embrace change?

According to McKinsey & Company, improving global employee well-being could create up to $11.7 trillion in economic value worldwide. The case for change has never been stronger.

The case for change

Given the negative perception associated with change in the workplace, the extent to which people choose to change might be surprising.

Outside of work, we change all the time. From adjusting daily routines to making major lifestyle changes—like changing careers, cars, homes or even relationships—we decide to do things differently.

Organisations that we’ve worked in have spent significant hours training and persuading people to use new technology. Yet when Covid hit, entire workforces adapted to new technologies almost overnight. Why was that?

Employees may be cautious about the impact of AI on their job and in many organisations, adoption of new technologies has been slower than expected. But outside of the workplace, the use of ChatGPT is commonplace. When Open AI launched ChatGPT in November 2022, it reached a record 1 million users in under a week. But that was nothing compared to the 1 million people who signed up for ChatGPT in just 60 minutes after the company launched its image-generation feature. Who would’ve thought that the recent ‘fun’ trend to generate and share 3D action figures would go viral overnight?

We’ve seen just how readily people embrace new technology and innovation when it feels empowering. So how do we bring that same energy for change into the workplace?

Five ways to help employees embrace change

We believe that it’s possible to apply the learnings from these experiences and apply them to the workplace. While a powerful speech from a leader can spark motivation, consistent action fosters a culture of optimism and adaptability.

Here are five ways to create a more positive, people-first approach to change:

1. Involve people in the process

Seek input from colleagues before, during and after changes. There’s no such thing as “if you build it, they will come”. People support what they help build—and they’re far more likely to be positive about a change they’ve helped shape.

2. Communicate transparently and often

Share the rationale behind the change and connect it to the long-term vision. Be open and honest about the challenges and the unknowns too. Create channels where colleagues can ask questions and get real answers. People fear what they don’t understand—clarity builds trust.

3. Create a safe environment for experimentation and feedback

“Test and learn” and “fail fast” should be more than just slogans—they should be the norm. Make it easy for colleagues to experiment—and encourage it. Create space where feedback is welcomed, ideas are explored and concerns can be shared without fear of judgement or consequences.

4. Lead by example

Leaders should model openness to change and be willing to show vulnerability. Admitting that you’re learning too makes change feel less intimidating and more inclusive when you’re sharing the experience with others.

5. Show empathy

In a world of constant transformation and AI advancements, it’s easy to overlook the people behind the process. Real people, with real lives and challenges—inside and outside of work—need to feel heard. A little empathy goes a long way.

“If you are entrusted with bringing about change, you likely possess the knowledge needed to advance the organisation, and you might have a plan—but knowledge is not enough. You have to bring yourself to each interaction in a deeply authentic way. People don’t care how much you know until they know how much you care.”

— Doug Conant, business leader and leadership coach

Let’s make change something people choose—not something they fear.

Written by: Editor