{"id":126435,"date":"2025-04-03T09:00:55","date_gmt":"2025-04-03T13:00:55","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=magazine&p=126435"},"modified":"2025-05-19T11:25:54","modified_gmt":"2025-05-19T15:25:54","slug":"5-steps-for-making-change-easy-a-framework-for-employees","status":"publish","type":"magazine","link":"https:\/\/trainingindustry.com\/magazine\/spring-2025\/5-steps-for-making-change-easy-a-framework-for-employees\/","title":{"rendered":"5 Steps for Making Change Easy: A Framework for Employees"},"author":34,"featured_media":126466,"template":"","tags":[28528,223,14213],"class_list":["post-126435","magazine","type-magazine","status-publish","has-post-thumbnail","hentry","tag-change-enthusiasm","tag-change-management","tag-training-industry-magazine","global_topic_tax-content-development","global_topic_tax-strategy-alignment-and-planning","magazine_issue_tax-spring-2025","magazine_article_type_tax-feature"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Dr. Chris Turner","author_image":"","author_bio":"Dr. Chris Turner is a global director for learning and consulting at Amplity. He has been supporting clients in their change management and learning programs for more than 25 years, ranging from small and local companies to some of the most prestigious global brands in the world. He also brings his passion to future professionals as an adjunct professor for Ph.D. and master\u2019s students in industrial-organizational psychology. Email Chris<\/a>.","excerpt":"When organizational change management is done well, employees are ready, willing and able to embrace change with smiles, energy and a quantifiable improvement in business outcomes.","main_content":"When organizational change management is done well, employees are ready, willing and able to embrace change with smiles, energy and a quantifiable improvement in business outcomes.\r\n\r\nImagine a dedicated team of change agents working tirelessly to build messaging, timelines, newsletters and presentations. They\u2019ve traveled to town halls and team meetings, posted updates on office monitors and bathroom stalls, and maybe even thrown in balloons, glitter and pizza to generate excitement. But what if, despite all effort, the message still hasn\u2019t fully reached your team?\r\n\r\nPeople are complex \u2014 wonderful, illogical and emotional. Put two or more people in a room, and you\u2019ve got incredible dynamics. While this is fascinating from an organizational science perspective, it can be challenging for both those experiencing the change and those leading it.\r\n\r\nThis article offers practical strategies to help you guide your team through uncertainty and change.\r\n

Strategy 1: Practice Empathy<\/h2>\r\nOne strategy for maintaining a strong team is to understand their feelings and emotional reactions to a challenging environment. It\u2019s important to remember that they aren\u2019t only dealing with changes in their roles, customer portfolios or leadership. They\u2019re also managing the ongoing effects of COVID on work and family life, the rise of artificial intelligence (AI), shifting political landscapes and possibly last year\u2019s new HR or finance platform program \u2014 especially if it wasn\u2019t a smooth transition. Even small changes can trigger strong reactions due to the accumulated stress of past experiences.\r\n

3 Ways to Build Empathy With Your Team<\/h3>\r\n1. Practice active listening<\/strong>: Pause and focus on what your team is saying, especially in individual conversations. Ask clarifying questions and dig deeper to fully understand their points. Listen to understand, not just to respond (this can be difficult if you\u2019re out of practice). Ask for confirmation that you\u2019ve understood their points and ask them to tell you more about it. This isn\u2019t hard, but it\u2019s a habit that sometimes gets lost in the rush of daily tasks and urgent deadlines.\r\n\r\n2. Be present<\/strong>: In virtual meetings, it\u2019s easy to feel invisible. The person on the other side of the screen can tell when you\u2019re distracted or multitasking. If you\u2019re not using video, turn it on so they know you are present. If your video is on, avoid typing or looking at another screen or your phone. Build stronger relationships and empathy by giving your full attention when you\u2019re with your team.\r\n\r\n3. Show vulnerability<\/strong>: Share your own experiences when appropriate to connect with your team\u2019s experiences and the challenges they may be facing. But always prioritize active listening. Don\u2019t rush to tell your own story before fully exploring theirs.\r\n

Strategy 2: Focus on Trust<\/h2>\r\nRemember, trust goes both ways \u2014 just because you trust someone does not mean that they trust you \u2014 it\u2019s not automatically reciprocal, so you must focus on it with both lenses, especially when considering how an employee navigates through change. If they have low trust in you, that will impact their perspective on the change being \u201cpushed\u201d on them versus how they will respond if they have a high level of trust.\r\n\r\nDavid Maister, in \u201cThe Trusted Advisor,\u201d proposed that trust is an equation where reliability, credibility and intimacy add up to trust, which is then degraded by self-orientation.\r\n
    \r\n \t
  • Credibility<\/strong>: Building your skills and knowledge within a specific domain or practice.<\/li>\r\n \t
  • Reliability<\/strong>: How dependable you are. Do what you say you\u2019re going to do when you say you\u2019re going to do it.<\/li>\r\n \t
  • Intimacy<\/strong>: The level of comfort and safety people around you have when sharing information with you. It\u2019s about developing understanding and relationships, and ensuring people feel secure with you.<\/li>\r\n \t
  • Self-Orientation<\/strong>: Where your focus is. When you interact with someone whose focus is on themselves, it creates an automatic barrier to building trust.<\/li>\r\n<\/ul>\r\nTry this<\/strong>: Think about someone with whom you\u2019d like to have a better work relationship. Take each element of the trust equation and write down: On a scale of 1-10, how would the other person score you? How would they score your credibility? Reliability? Intimacy? Based on recent interactions, how would they score your self-orientation? (1 being about their needs, 10 being about your needs). For anything you scored lower than a 9, write a list of clear actions you can take to improve that element and make a goal of doing it this week.\r\n

    Strategy 3: Try a Simpler Metaphor<\/h2>\r\nYou may be familiar with the grief model used to navigate change, often referred to as the \u201cValley of Despair.\u201d A simpler approach to guide you through change is: Honor the past. Celebrate the present. Embrace the future.\r\n\r\nIn between each of the stages, allow time to process and shift into a neutral space.\r\n\r\nIn a recent workshop on managing restructuring, senior professionals were asked to identify what they would miss about the old way of working. They listed a range of things and got a little nostalgic. As they listed the good things, they challenged each other: \u201cWell, that actually wasn\u2019t that great,\u201d and \u201cIt wasn\u2019t really clear in that model.\u201d\r\n\r\nNext, they focused on what is not <\/em>changing. In the \u201ccelebrate the present\u201d and \u201cembrace the future\u201d stages, identifying what remains the same helps shift the focus away from what\u2019s different \u2014 and often, the negative aspects of change. The group also listed what they could control and influence, setting aside things they couldn\u2019t control for the moment.\r\n\r\nWhat emerged was a list that not only included the changes but also highlighted positives and areas within their control. This shift in perspective changed the conversation from frustration and helplessness to a renewed focus on what was unchanged. The mood in the room became more upbeat as they focused on what they could control.\r\n\r\nTry this:<\/strong> Have team members work on a change that impacts them. Ask them to list what they will miss about the old way of working and encourage them to share stories related to it. Then, shift the focus by asking them to make a list of what\u2019s not changing and the potential benefits of those aspects. Finally, have them list what they can directly control and what they can influence.\r\n

    Strategy 4: Keep Your Why at the Center<\/h2>\r\nResearch on resilience shows that resilient individuals have a clear sense of \u201cwhy,\u201d which helps them navigate transitional changes. Think of it as having their own north star. In his book, \u201cStart with Why: How Great Leaders Inspire Everyone to Take Action,\u201d Simon Sinek emphasizes the importance of identifying the \u201cwhy\u201d behind our work. When team members are clear on their why, change becomes easier to manage.\r\n\r\nAs you guide your team through transitions, keep their \u201cwhy\u201d at the center. Start by answering key questions: What does your team absolutely need to get right? Why? When the why is clear, the \u201chow\u201d often becomes more flexible. It\u2019s usually the \u201chow\u201d that\u2019s impacted by organizational changes.\r\n\r\nTry this:<\/strong> Collaborate with your team to create a purpose statement and publish it on your internal team site or in a shared physical space. Ensure it aligns with your broader business goals and values. Keep this purpose as your team\u2019s north star, even as you discuss the elements change that will affect them.\r\n

    Strategy 5: Communicate, Communicate, Communicate<\/h2>\r\nMarketing follows the \u201cRule of 7,\u201d which suggests that potential customers need to be exposed to an idea seven times before it influences their purchase decision. Yet, in many organizations, internal changes are often announced once \u2014 perhaps in a company newsletter or an all-hands meeting \u2014 before teams are expected to implement them. This doesn\u2019t give employees enough time to absorb, internalize and prepare for the change.\r\n\r\nImagine applying the Rule of 7 to your internal communications and aligning it with the strategies above. Your team needs early awareness that change is coming and why. They need time to intellectually and emotionally process the rationale for the change, accept what\u2019s changing and connect it to their sense of purpose.\r\n\r\nChange management professionals often say that when leaders feel like they\u2019ve overcommunicated a change, they\u2019ve probably just started to break through to awareness.\r\n\r\nAs a leader, you may not know all the reasons behind an organizational shift. Even so, your role is to align the change with your team\u2019s purpose and communicate clearly:\r\n
      \r\n \t
    • What\u2019s changing.<\/li>\r\n \t
    • Why it\u2019s changing.<\/li>\r\n \t
    • When it\u2019s happening.<\/li>\r\n \t
    • What the impact will be.<\/li>\r\n<\/ul>\r\nIntroduce the change, explain what\u2019s changing (and what\u2019s not), and reintroduce the message repeatedly until it\u2019s fully understood.\r\n\r\nTry this:<\/strong> Think of a major change that\u2019s coming or recently launched. Review how you communicate with your team \u2014 looking at your calendar of meetings, emails or informal hallway chats. Now apply the Rule of 7. Plot out seven touchpoints where you\u2019ll reinforce the message. It may feel repetitive, and your team might even joke that they saw it coming. That\u2019s a good sign \u2014 it means you\u2019ve crossed the awareness threshold and can now focus on alignment.\r\n\r\nAt the end of the day, helping your team adapt to change means keeping them informed, clarifying the impact and actively listening as they move through their own change journey.","full_width":false,"content_band":[{"acf_fc_layout":"social_callout","blockquote":"Even small changes can trigger strong reactions due to the accumulated stress of past experiences."}],"tice_sponsors":"","custom_dfp_keywords":"","featured_article":true,"feature_type":"landscape","theme":"light","remove_gradient":true,"title_in_image":true,"featured_text_image":126467,"magazine_link":"https:\/\/www.nxtbook.com\/nxtbooks\/trainingindustry\/tiq_spring2025\/index.php#\/p\/34"},"yoast_head":"\n5 Steps for Making Change Easy: A Framework for Employees<\/title>\n<meta name=\"description\" content=\"When organizational change management is done well, employees are ready, willing and able to 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