Techniques For Building Employee Advocacy During Change

Change doesn’t fail because people resist it. It fails because people feel left out of it. If employees feel like change is happening to them—instead of with them—You will get compliance at best. But if they feel like they’re part of something bigger? That’s when commitment begins. Engagement isn’t about cheerleading from the top. It’s about designing a process where people feel informed, involved, and empowered. Here are 7 ways to build real engagement during transformation: 🔹 1. Involve, Don’t Just Inform → People support what they help build. Invite them early into conversations. 🔹 2. Link Change to Personal Meaning → If it doesn't connect to their purpose, it won't stick. 🔹 3. Create Local Ownership → Make change visible at the team level—not just in strategy decks. 🔹 4. Recognize Early Adopters → Highlight those who lead by example to inspire the rest. 🔹 5. Share the Journey Publicly → Updates = traction. Visibility = trust. 🔹 6. Ask, Don’t Assume → Feedback isn’t a one-time event—it’s your fuel for course correction. 🔹 7. Provide Resources to Succeed → A new mindset needs the support of new tools and capabilities. Engagement is not an initiative. It’s a leadership discipline. And in every successful transformation, it’s the difference between quiet quitting and full commitment. If your team is navigating change and you need help building alignment, ownership, and follow-through… 📩 DM me “TRANSFORM” to explore how I support organizations as a fractional transformation executive—turning strategy into shared momentum.

Change is inevitable, but is your team on board? Let's face it, change can feel like hurtling through a whirlwind. New leadership, different processes, or an evolving market can leave employees feeling disoriented and anxious. But did you know that Gallup research shows that organizations with highly engaged employees are 21% more profitable? That's why addressing employee fears during change is mission critical for a smooth transition and a thriving organization. Here are 4 ways Allison Wright and I help organizations navigate the human side of change and keep teams feeling valued: 👂 Acknowledge, Don't Dismiss: People are creatures of habit! Recognize that change can bring feelings of uncertainty and even fear. Openly discuss concerns in team meetings and one-on-ones. Let your employees know their voices are heard. 🎨 Paint the Picture: We all crave clarity. While clearly sharing the "why" and "what" with change is important, explain how the change connects to the organization's overall strategy and how it will benefit the company's future is equally necessary. 🌐 Empowerment Through Connection: Tie the change back to their individual roles and help them see how their contributions are essential to the success of the change. When employees understand how their work fits into the bigger picture, it fosters a sense of ownership and purpose. This feeling of empowerment is key to navigating change with a positive and engaged mindset. 📝 Fuel the Learning Flame: Create opportunities for peer-to-peer learning by setting up buddy systems or knowledge-sharing sessions. This allows employees to learn from each other's experiences and build stronger working relationships. Bonus points if you encourage and reward participation in industry events or conferences to stay current on trends and best practices. This investment shows your employees that you are committed to their growth, which fosters trust and loyalty! By prioritizing your people during change, you foster trust, engagement, and ultimately, a successful transformation. Remember, a little empathy goes a long way! What are your best practices for addressing employee concerns during change? Share your thoughts in the comments! 👇 Learn more about how we help our clients thrive through change here www.3-kcom #ChangeManagement #Leadership #Engagement #HumanResources #Transformation #KeysToSuccess #KeysToTransformation #ThriveThroughChange #ROI

Running employee #focusgroups is about more than collecting information. It's an opportunity for #employeeengagement ... I've used this template to facilitate focus groups with clients who have recently undergone layoffs, who want to understand engagement scores, or who are introducing new company values or larger organizational changes. Designed intentionally, these sessions #pull people into the change you're seeking by involving them and giving them an important role. People love and appreciate feeling heard, especially when a change affects them. Change is personal. We can treat it that way by taking a #personalized approach to data-gathering. This focus group agenda template: 1) Gives employees skin in the game by asking for their expertise, stories, and insights. 2) Gives employees a role by asking them to listen to what other employees are saying in the room so that themes can be built upon and solidified. 3) Show them the importance of their opinion and experience by elevating their status and highlighting their unique role. Success is not just measured in the succinctness of answers but in employees' ongoing commitment to join you in the change you seek.

The workplace change process isn’t just about redesigning space; it’s about using the process to redesign how people connect. The discovery process for workplace change is an opportunity to: 🔥 Build Empathy – Employees share experiences about what they need to do their best work, wherever they are working. 🔥 Drive Innovation – Employees engage in conversations about improving systems and processes, which can lead to reduced friction and improved productivity. 🔥 Strengthen Culture – A workplace designed with employees leads to stronger engagement and ownership of the resulting space. When organizations treat workplace change as a dialogue rather than a directive, they create spaces that don’t just house people—they support them. The process itself becomes a tool for building empathy, driving innovation, strengthening culture, and shaping a workplace that reflects how people actually work today. I recently read a great piece by Eoin Higgins on the rise of hospitality-like workplace amenities. He made key points I want to expand on—because employees, not designers, architects, facilities teams, or HR, should define what best serves them. To engage employees, try this structured discussion in small groups (3-4 people). Each question gets 8 minutes (total of 24 minutes). Have participants write their answers silently for one minute, then take turns sharing (1 minute each). The group selects a top idea from each person’s list to report out. Active Contribution vs. Passive Consumption – What ways of working encourage shared ownership of work, policies, processes, technology, and space? Friction as Meaningful Work – Oliver Burkeman suggests challenges create meaning. If friction were seen as valuable rather than something to eliminate, what would you want more (or less) of in your work? Engagement Beyond Perks – True engagement comes from purpose and shared endeavor. How do you connect with our organization’s purpose and others? What would improve engagement for you? These discussions will inform design decisions and foster ownership of outcomes. Research shows early employee participation increases adoption and support of workplace changes - and also builds connections, strengthening culture. Caveat: Don’t ask if you won’t listen—nothing frustrates employees more. Images by Josef Chalat of people sitting in a circle having a conversation (illustration of a facilitation method called "fishbowl").

Too many organizations treat transformation as something to be done to their people. Rather than something their people are part of. This subtle difference matters a lot. In my experience, the most powerful shift comes when people start feeling like they belong to the change. How do you get there? → Clearly communicate the why behind every shift. People need purpose, not just direction. → Give teams a genuine voice. Let them shape the path, not just follow it. → Build ownership at every level. Empower leaders and frontline teams alike to champion and steer the change. When change is co-created, people become ambassadors, not obstacles. They feel seen. Heard. Included. That’s how you turn a top-down mandate into a shared movement.