Tips for Gaining Employee Buy-In During Change

I keep returning to Damon Centola’s research on how #change spreads. Not because it’s clever. Because it’s true. Centola found that change doesn’t move like information. You can’t push it through announcements or clever messaging. It spreads through behavior, #trust, and networks. He calls it complex contagion, and it tracks with what I see inside organizations every day. People don’t change because someone at the top says so. They change when they see people they trust doing something new. Then they see it again. Then maybe one more time. That’s when it starts to feel real. That’s when it moves. Here’s what Centola’s research shows actually makes change stick: - Multiple exposures. Once isn’t enough. People need to encounter the new behavior several times from different people. - Trusted messengers. It’s not about role or rank. It’s about credibility in the day-to-day. - Strong ties. Close, high-trust relationships are where change actually moves. - Visible behavior. People need to see it being done, not just hear about it. - Reinforcement over time. Real change takes repetition. One wave won’t do it. This flips most #ChangeManagement upside down. It’s not about the rollout or coms plan. It’s about reinforcing new behaviors inside the real social structure of the organization. So, if you are a part of change, ask your team and self: 1. Who are the people others watch? 2. Where are the trusted connections? 3. Is the behavior visible and repeated? 4. Are you designing for reinforcement or just awareness? Change isn’t a #communication problem. It’s a network pattern. That’s the shift. That’s the work. And that’s what I help teams build.

Last week I went to my 30-year business school reunion (How is that even possible?!) My time at Northwestern University - Kellogg School of Management was one of the best chapters of my life, and it was amazing to reconnect with so many classmates. One of the highlights was sitting in on a class with Professors Loran Nordgren and David Schonthal, co-authors of The Human Element: Overcoming the Resistance That Awaits New Ideas. They unpacked a powerful idea that’s especially relevant to leaders today: “When we’re trying to get people to adopt something new, we focus too much on fuel—and not enough on friction.” In other words, we often assume that the best way to promote a new idea (e.g., getting people to come back to the office) is to add incentives: free lunch, paid parking, happy hours, etc. That’s the fuel. But it turns out that what’s often stopping people from embracing change isn’t a lack of fuel. It’s friction. And friction, Nordgren and Schonthal say, often goes unseen. So my big question was: what is the friction for returning to the office? I know from talking to leaders every day that the fuel is definitely not working! Nordgren and Schonthal shared that the friction is the perceived loss of autonomy. People got used to having more control over their day, whether that meant walking the dog, taking a child to school, or squeezing in a midday workout. And they’re resisting (strongly!) giving that up. Like many leaders, I was overly focused on the fuel and not on the friction. So what can Great Human Leaders do? In their book, Nordgren and Schonthal offer five strategies for reducing friction and helping employees return to the office in a way that works for everyone: 1. Acknowledge the friction. Normalize that change feels uncomfortable, and share that you’re navigating it, too. In other words, be vulnerable.   2. Seed ideas early. People resist surprises. Introduce changes gradually, through regular conversations and communications. Let new ideas become familiar before you ask for commitment.   3. Invite input. Co-designing doesn’t mean consensus from 50,000 people. (Thank goodness!) Identify a diverse group to offer feedback.   4. Frame it as an experiment. People are more open to change when it feels temporary and revisable. Revisit, refine, repeat.   5. Name your constraints. Be clear about the business needs. When people know what’s on the table (and what’s not), they’re more likely to engage meaningfully. In a world that’s constantly changing, great human leaders know that the way new ideas are introduced matters as much as the ideas themselves. So before you add more fuel to the RTO fire (or any workplace fire!) pause and follow the advice of Nordgren and Schonthal, and ask: What’s the friction I need to remove?

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.

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

Want to know what a leader really believes about change? Look at their communication plan. After leading organizational changes ...systems, updated processes, training rollouts, I've noticed something: The way leaders communicate during change reveals what they actually believe about people. A one-and-done announcement? ↳You believe change happens through information transfer. Monthly updates with no feedback loops? ↳You see change as something done to people, not with them. Skipping the "why" and jumping to the "how"? ↳You assume people will trust your judgment without context. No room for questions or concerns? ↳You view resistance as defiance rather than valuable data. The most successful leaders flip this script. They design communication plans that assume people are smart, capable, and eager to contribute. That's why I've become such a fan of the ADKAR model. It doesn't treat communication as an afterthought. It makes it the central mechanism that drives every stage: --Creating Awareness --Building Desire --Developing Knowledge --Reinforcing Ability --Sustaining Results When leaders use ADKAR as their communication backbone, they don't just inform people about change. They invite them into it. Communication doesn't just support change. It is the change strategy. The leaders who get this right build cultures where change becomes a capability and differentiator. What's one assumption about people that shows up in your change communication?