Building Trust Through Change Management In Crisis

When the deal of the year turned into the mess of the year... I once walked into an acquisition integration that looked brilliant on paper, and was a disaster in practice. The systems were colliding, leaders were pointing fingers, and employees were caught in the middle. Every update from the top was polished, precise, and…completely hollow. The truth? People didn’t need another update. They needed to feel understood. Where it all went wrong? I sat in meetings where leaders rolled out flawless powerpoints, crisp emails, and “efficient” town halls. From the outside, it looked like best-in-class communication. But behind the scenes? Disengagement. Frustration. Turnover. There was a glaring gap between foundational communication (telling people what they “need” to know) and human communication (making people feel seen, heard, and connected). The Reset? That’s when my team and I stepped in. We pressed pause on the corporate theater and focused on being human first: -We coached leaders to share stories, not just strategies. When people could see themselves in the narrative, they cared again. -We taught leaders to acknowledge what was messy, confusing, and hard - because vulnerability builds trust faster than any polished script. -We rebuilt dialogue. Not quarterly updates, but ongoing conversations where employees could question, push back, and be part of shaping the new culture. Slowly, things shifted. Employees stopped bracing for the next “update” and started leaning in. Leaders discovered that trust doesn’t come from having all the answers - it comes from being willing to show up as human. The lesson for leaders? In an age of automation and endless change, the real competitive edge isn’t efficiency. It’s empathy. If you’re leading through change - an acquisition, a reorg, even a tough quarter, ask yourself: Am I just communicating information? Or am I creating connection? Because when everything else is in flux, relationships are the one thing that will hold your culture together. Your people don’t need another update. They need to feel understood.

Organizational Trauma: The Recovery Killer Your Change Plan Ignores After Capital One's 2019 data breach exposing 100 million customers' information, leadership rushed to transform: new security platforms, restructured teams, revised processes. Despite urgent implementation, adoption lagged, talent departed, and security improved more slowly than expected. What they discovered—and what I've observed repeatedly in financial services—is that organizations can experience collective trauma that fundamentally alters how they respond to change. 🪤 The Post-Crisis Change Trap When institutions experience significant disruption, standard change management often fails. McKinsey's research shows companies applying standard OCM to traumatized workforces see only 23% transformation success, compared to 64% for those using trauma-informed approaches. ❌ Why Traditional OCM Fails After Crisis Hypervigilance: Organizations that have experienced crisis develop heightened threat sensitivity. Capital One employees reported spending time scanning for threats rather than innovating. Trust Erosion: After their breach, Capital One faced profound trust challenges—not just with customers, but internally as well. Employees questioned decisions they previously took for granted. Identity Disruption: The crisis challenged Capital One's self-perception as a technology leader with superior security. 💡 The Trauma-Informed Change Approach Capital One eventually reset their approach, following a different sequence: 1. Safety First (Before planning transformation) - Created psychological safety through transparent communication - Established consistent leadership presence - Acknowledged failures without scapegoating 2. Process the Experience (Before driving adoption) - Facilitated emotional-processing forums - Documented lessons without blame - Rebuilt institutional trust through consistent follow-through 3. Rebuild Capacity (Before expecting performance) - Restored core capabilities focused on team recovery - Invested in resilience support resources - Developed narrative incorporating the crisis 4. Transform (After rebuilding capacity) - Created new organizational identity incorporating the crisis - Shifted from compliance to values-based approach - Developed narrative of strength through adversity 5. Post-Crisis Growth - Built resilience from the experience - Established deeper stakeholder relationships - Transformed crisis into competitive advantage Only after these steps did Capital One successfully implement their changes, achieving 78% adoption—significantly higher than similar post-breach transformations. 🔮 The fundamental insight: Crisis recovery isn't just about returning to normal—organizations that address trauma can transform crisis into opportunity. Have you experienced transformation after organizational crisis? What trauma-informed approaches have you found effective? #CrisisRecovery #ChangeManagement #OrganizationalResilience

We don’t resist change. We resist not knowing where we’ll land. Most pushback is rational. We hold on to what’s worked because the next step isn’t clear. If we don’t see the logic, If it doesn’t feel safe to try we stall. Every time. The job isn’t to “manage resistance.” It’s to de-risk what’s ahead. Here are 7 strategies that have helped my teams (and me) move through change faster: 1. Model it first → If leaders don’t go first, nothing moves. → We follow behavior, not slide decks. 2. Share the why, not just the timeline → Don’t wait for the perfect plan. → Share what’s changing, what’s at stake, and what we’re betting on. 3. Involve the people closest to the work → Real alignment doesn’t come from top-down decisions. → It comes from early input. 4. Make the first step feel doable → We don’t need the full blueprint. → Just a clear first move we can act on with confidence. 5. Train for what’s different → Belief ≠ readiness. → We resist when we don’t feel equipped. 6. Name what’s really going on → Resistance often hides fear or confusion. → Ask early. Ask directly. Don’t let it build. 7. Show it’s working and work hard on what’s not → Small wins build trust. → But trust grows faster when we’re honest about what still needs fixing. Most of us try to scale with complexity. But the real unlock? We simplify. That’s how we move forward - together. * * * I talk about the real mechanics of growth, data, and execution. If that’s what you care about, let’s connect.

Nonprofit executives - I've spent 20+ years working in transformational change environments & crisis moments. Here are 3 things that can help you and your team right now: 1 >> Keep Communications at the Table Your heads of external AND internal communications are vital members of any crisis or critical strategy conversations. Often, decisions are made without these leaders in the room and they are brought in too late to contribute their expertise about how best to position challenging information, share meaningful updates, and respond to tough questions. This will make it harder for everyone in the long run. Do yourself the favor and keep communications at the table - as a contributing, strategic member - from the beginning. 2 >> Provide a Proactive Channel for Questions Your team is probably pretty shaken right now. They have questions. And while you may not be able to answer them all right now, it's important to acknowledge them and work toward answers where possible. Provide a proactive way for folks to submit questions (e.g., an email address they can reach out to, a form on your intranet, designated team members throughout the org) and then find a consistent way to provide meaningful responses (e.g., all-staff meetings + a standing document on the intranet that is routinely updated). 3 >> Help Everyone Understand Their Role You and your executive team may be working through scenario planning, major donor outreach, and many other emergent needs. Your team needs to hear how they can play an important role, too. Is there specialized support or research that can be gathered? Should they focus on continuing to provide great service to your community and donors? Help them know how and where to focus their energy - and when that may need to change. Don't assume that they will know to keep following the playbook that was laid out prior to the crisis or big change. What other practical tips do you have for nonprofit executives operating in transformational change or crisis environments? Share in the comments. #nonprofit #leadership #management #ChangeLeadership --- I'm Veronica - I help CEOs and Department Heads at established nonprofits create strategic clarity and lead change well. On LinkedIn, I write about practical approaches to improving the ways we think, plan, and work.

As an A-10 pilot, launching on a mission often meant facing the unknown—uncertainty about what we’d encounter, how plans might change, and what challenges awaited. In those moments, it wasn’t just about staying focused; it was about leading with clarity and purpose to ensure the mission succeeded. As leaders, our mindset and actions set the tone for how teams navigate uncertainty. It’s not just about guiding them through the turbulence; it’s about inspiring confidence, maintaining focus, and ensuring the team stays motivated and engaged. Here’s what I’ve learned about leading effectively during times of change: 1️⃣ Model Calm & Confidence: When the path ahead is unclear, your team looks to you for cues. Staying composed—even when you don’t have all the answers—reduces anxiety and builds trust. 💡 Tip: Use clear, concise, correct communication to show control, even if you’re still processing the situation internally. 2️⃣ Balance Transparency with Optimism: Be honest about challenges while emphasizing opportunities. Acknowledge difficulties but focus on solutions and remind your team of their strengths. 💡 Tip: Frame obstacles as opportunities for growth and innovation. 3️⃣ Empower Decision-Making: Change often demands swift decisions. Trust your team’s expertise and avoid micromanaging. Empowering others not only reduces bottlenecks but boosts morale. 💡 Tip: Provide clear decision-making guidelines to ensure everyone knows their boundaries and responsibilities. 4️⃣ Prioritize Communication & Connection: In uncertain times, silence creates more doubt. Frequent updates, even if incomplete, help keep the team informed and aligned. 💡 Tip: Schedule informal check-ins to address concerns. Walk around and talk to your team members. 5️⃣ Focus on Long-Term Strategy: While addressing immediate challenges, keep the big picture in sight. Help your team understand how today’s actions connect to tomorrow’s goals. 💡 Tip: Reinforce the team’s sense of purpose by connecting their work to the larger mission or goal. When people understand why their efforts matter, it inspires resilience and keeps them motivated through uncertainty. By taking these steps, you not only navigate the current challenge but also prepare your team to handle future changes with confidence and resilience. #leadership #LeadershipDevelopment #FlyingInTheFaceOfFear

Ever notice how restructuring announcements always promise "flatter organizations" and "faster decision-making," but rarely talk about what happens to all those managers who lose their positions? Most companies handle this in one of two ways: 1. Mass layoffs (hurting morale and removing institutional knowledge) 2. Awkward demotions (creating resentment and disengagement) But in my latest conversation with Connie Klimko from Siemens Energy on The Only Constant, I discovered a third path that's so much smarter. When they flattened their organization by removing several management layers, they simultaneously elevated the "expert career path" as an equally valuable way to advance. This isn't just a consolation prize. It's a recognition that technical expertise and influence can be just as valuable as people management - and often more aligned with what people actually enjoy doing. As Connie mentioned, it's ironic that "often when someone is good at their job, they're put in a role of managing people, which is a whole different skillset." What I really love about Siemens Energy's approach is how they built trust during this massive change: - They opened ALL management positions to transparent hiring - Created special resources specifically for managers - Had teams literally shadow each other and even swap roles - Used change ambassadors to monitor how people were coping The result? Out of hundreds of managers affected by the restructuring, fewer than 20 people left the company. That's incredible retention during such a significant change. I think Connie's final advice is spot on: while structures and processes may constantly change, your company's purpose and values should remain constant. That consistency gives people an anchor during stormy seas of transformation. Listen to our full conversation by clicking the links to Spotify and Apple Podcasts in the comment section below 👇 Has your organization gone through restructuring recently? What worked well or what would you have done differently?

Most leaders fail during major transitions. Here’s how to avoid it. I once watched a leadership team crumble during a major restructuring. Top players quit. Execution stalled. The CEO froze. Most leaders fail in moments of transition: → New ownership → Restructures and pivots → Big hires and team shake-ups When uncertainty hits, people freeze, protect their turf, or quit. The best leaders? They speed up trust, remove friction, and keep execution on track. Bill Campbell, the legendary coach behind Apple and Google, taught top CEOs how to lead through uncertainty. His 1:1 leadership principles built some of the greatest teams in the world. But his true measure of leadership? "The Yardstick. Measure your own success by the success of others." The best leaders don’t focus on proving themselves. They focus on elevating the people around them. So what if we applied Bill Campbell’s 1:1 leadership principles to change management? Here’s how👇 How to Lead Through Change Using Bill Campbell’s 1:1 Principles: 1️⃣ Speed up trust or lose your best people In times of change, silence breeds fear. Meet 1:1 with key players immediately, ask: “What’s working?” “What’s broken?” If they don’t feel heard, they’ll start looking elsewhere. 2️⃣ Shift from proving to empowering Most new leaders overcontrol. And lose their best people. Instead of dictating, ask: “What’s one thing to double down on?” Give ownership, not orders. 3️⃣ Kill friction before it kills execution Change creates silos and bottlenecks. Fix it by forcing peer accountability: “What’s the biggest blocker from another team?” “How can we solve it together?” Great leaders don’t just run departments. They align execution. 4️⃣ Re-sell the vision every 2 weeks During transitions, people forget fast. Repeating the vision isn't redundant. It's leadership. Every 2 weeks, reinforce: “Where we’re going.” “Why this change matters.” “How each person contributes.” 5️⃣ Make innovation a daily habit Uncertainty breeds fear. And fear kills creativity. To keep teams proactive, ask: “What experiment should we run this month?” “If you had full control, what’s the first change?” Execution-first teams outlast uncertainty. ↓↓↓ Do this, and your team will execute through any change. What’s the hardest part of leading a transition? Drop your experience in the comments. ♻️ Repost so your team sees this. ➕ Follow for more leadership strategies.

Change is never just strategic—it’s deeply psychological. During transformation, the biggest risk isn’t resistance. It’s silence. Silence means people don’t feel safe to speak up. And without psychological safety, ❌ Ideas disappear. ❌ Mistakes go unreported. ❌ Trust quietly erodes. That’s why high-trust cultures don’t happen by accident. They’re intentionally built—especially during change. Here’s a framework I use to help organizations foster psychological safety during transitions: 🔹 S — Speak Up Create a culture where people can share concerns or ideas without fear of being shut down. 🔹 A — Acknowledge Emotion Validate that change brings uncertainty. Don’t power through discomfort—address it. 🔹 F — Follow Through Keep your word. Psychological safety collapses when promises aren’t kept. 🔹 E — Encourage Learning Reward experimentation. Normalize failure as part of growth—especially during change. Leaders set the tone. If you want your people to lean in, not check out—start with SAFE. If you're navigating transformations and want to build a culture of trust that lasts, DM me “TRANSFORM”. Let's transform the way your organization leads through change.