Change is inevitable in any workplace, but it doesn’t have to be painful. As a mother of two (now) well-adjusted teenagers, I can say that change is not always well received or foreseeable. The ways leaders introduce and prepare for change, however, are very solidly within our scope and control.
My oldest child just passed her driver’s test, on her first try(/humble-brag). The process of applying for her permit, taking the permit test, and then getting her behind-the-wheel training and practice reminded me of all of the ways we can subtly and directly support people through change and growth.
By leveraging insights from psychology and behavioral science, managers can significantly ease the process of transition and change management. My best practices, gleaned from decades of trial and error in parenthood and professional leadership, are summarized below.
Model the Best Attitude
Leaders play a crucial role in shaping how employees perceive and respond to change. By demonstrating a positive, adaptable attitude towards new processes or structures, managers can set the tone for the entire team. People learn by observing and imitating others, especially those they consider to be in positions of authority.
As a parent in the unfamiliar passenger seat, it is common to feel anxious, panicked, and out of control. As a teenager in the unfamiliar driver’s seat, I remember feeling those same things, as well as a fear of failure and the unknown. Since we cannot control the feelings and inner struggles of others, projecting the attitude we want them to mimic is the best way to affect their emotional regulation. Emotions are infectious. Stay calm. Don’t panic. Go slow.
Communicate Expectations Clearly
Uncertainty breeds anxiety. By clearly communicating the when, what, and why to employees, you can reduce stress and resistance. In my experience, a top-down approach to change results in a lack of reasoning and conceptual understanding of the need that are being met and positive outcomes change will create. Employees who know the steps of a process – without the intentions and desired results – are likely to do the bare minimum.
My teenage driver was required by the state of California to log 50 hours of driving, 10 of them at night. The recommendation was to balance freeway and city driving, and to reinforce the specific skills the test would score her on: hand-over-hand turns, proper signaling, appropriate speed and braking, awareness of the road and other drivers. While those are all essential to safe driving, fulfilling the bare minimum would not have prepared her for life on the road.
People have a psychological need for cognitive closure – we generally prefer certainty over ambiguity, especially in professional settings.
Maintain Consistency
While change involves… well, change, it’s important to maintain consistency where possible. This might mean keeping certain routines intact or ensuring that the company’s core values remain steady throughout the transition. As the manager, you should remain positive about the plan, the goals, and your commitment to your team’s needs. Remember that not all of your team will need the same level or type of support, and be proactive in making sure that you are responsive to those individual needs.
Consistency provides a sense of stability, which can help employees feel more secure during times of flux.
Practice Before Implementation
The concept of “mental rehearsal” isn’t just for athletes. Giving employees opportunities to practice new skills or processes before full implementation can significantly reduce anxiety, increase competence, and most importantly instill trust in management. This approach leverages principles of cognitive behavioral therapy, where exposure, repetition, and positive reinforcement help reframe perceptions and build confidence.
While my daughter dutifully logged her required 50 hours behind the wheel, once those were complete she didn’t immediately take the license test. First, we made sure to practice driving in vehicles of different sizes, models, and makes. We practiced repetitive turns, parking in varied environments, examining other drivers’ movements and learning to spot signs that they were going to disobey the rules of the road. We took drives with purpose to run errands, letting her use navigation tools and her own judgement. A few extra u-turns and scenic routes were a small price to pay for a foundation of confidence and problem-solving before she was loosed on the world. Driving with no specific outcome except to become comfortable behind the wheel, and in her skills created a low-stakes learning environment, and reinforced the necessity for calm and focus. The expectation was that we would practice until she could behind the wheel without a hands-on guide, NOT that she would take the test as soon as possible.
Incorporating psychologically-informed strategies is essential to creating a more supportive(and efficient!) environment for change. The goal isn’t just to implement change, but to do so in a way that respects the human element of your workforce. Change management is also a soft skill that can be coached, and positive experiences of organizational change exercise self-regulation and trust.
When employees feel understood and supported, they’re much more likely to embrace new directions and contribute positively to the organization’s evolution.