How to help employees embrace change
Change is part of everyday business today - especially with digital transformation reshaping how we work. But new tools and models create uncertainty. Employees might worry about their role, their relevance, or whether they’ll still belong in the new setup.
Understanding what happens emotionally during change helps us respond with empathy rather than pressure – and guide people through it with more confidence and trust.
Why do people resist change?
Resistance isn’t a sign of weakness. It’s human.
Elisabeth Kübler-Ross’s change curve shows how people move through different emotional stages during change – from shock and denial to acceptance and integration. Knowing this curve helps leaders recognise that hesitation or frustration are often just part of the process.
Kübler-Ross Change Model Curve - explaining the emotional response to change
Common reasons behind resistance:
Fear of the unknown – “Will I still matter in the new structure?”
Loss of control – routines provide safety; change disrupts them.
Lack of trust – unclear communication quickly leads to assumptions.
Overload – too many changes at once can overwhelm even experienced teams.
Recognising these feelings is the first step to creating a climate of trust.
How to help employees embrace change
Communicate clearly and often
People handle uncertainty better when they understand what’s happening and why. Share updates early, be honest about what’s still unclear, and listen actively.
Tip: Mix your communication formats – team meetings, short updates, one-to-one talks. Adapt the message to each audience’s reality.
Involve people early
Change feels less threatening when people have a voice. Invite employees to co-create, test, or give feedback. Involvement builds ownership.
Example: Create small cross-functional groups to test ideas and share insights across teams.
Strengthen emotional resilience
Help employees build confidence in dealing with uncertainty. Mindfulness, peer exchange, or short learning sessions on stress and adaptability can make a big difference.
Consider: Offering short workshops on coping with change - not as “training,” but as shared learning moments.
Find your change champions
Every organisation has natural influencers. Identify those who stay curious and positive about new ways of working. Let them share their experiences and small successes - they inspire others more than any formal campaign.
Tip: Celebrate and make their stories visible. Authentic examples speak louder than slogans.
Celebrate progress, not perfection
Acknowledging small wins keeps motivation alive. It signals that progress matters more than speed.
Example: Highlight simple improvements in meetings - or say a genuine “thank you” when someone tries something new.
The leader’s role: creating safety and meaning
Leaders shape how teams experience change. When they communicate with empathy and explain why the change matters, they turn anxiety into engagement.
Effective leadership during change means:
Listening first - understand what worries people
Being present - visible and approachable
Leading by example - show how you adapt and learn, too
As Simon Sinek reminds us: when people understand the “why,” they’re far more likely to support the “how.”
Conclusion: change as a journey, not a threat
Helping employees embrace change isn’t about convincing them faster - it’s about creating safety and clarity so they can move forward at their own pace.
When leaders communicate openly, involve their teams, and recognise small steps, change becomes less about loss – and more about learning and growth.
Change will always bring uncertainty. But with trust, structure, and empathy, it can also bring progress that lasts.
Get in touch and bring clarity to your change.