Category: Talent Development

At a time when DEI has become a centerpiece of corporate culture discussions, understanding how leadership can drive change is more important than ever. Praxis Labs CEO & Co-founder Elise Smith recently had an illuminating conversation with the NFL’s Sr. Director of DEI, Sam Rapoport, on this very topic. Together, they peeled back the layers of what it truly means to foster inclusive environments and high-performing teams in today’s environment. 

But why should this matter to you? Especially for busy people leaders and managers, it’s easy to overlook the profound impact that inclusion can have, not just on morale, but on performance and innovation too. Whether you’re leading a small team or at the helm of a large organization, the insights shared between Smith and Rapoport offer an invaluable glimpse into the strategies that can transform your workplace. Here’s a sneak peek into the groundbreaking ideas and actionable advice you missed:

1. DEI Raises the Bar

Over the last year, we’ve seen a ton of misinformation spread about DEI. Perhaps the most egregious is the accusation that DEI lowers standards for talent. The reality is quite the opposite — DEI raises the bar. 

Decades of research backs this, with one recent study even showing that employers contacted presumed white applicants 9.5% more often than presumed Black applicants with the same qualifications. Ultimately what these studies reveal is that DEI is not about quota filling or token hiring, it’s actually about leveling the playing field. Moreover, it pulls the rug out from under DEI naysayers who claim that unqualified diverse candidates are “stealing” jobs from more qualified applicants. 

The hard truth is that “meritocracy” — the idea that the best talent will naturally rise to the top — is false. In practice, many people get jobs, promotions, and career opportunities through the people they know and the networks they’re a part of. DEI’s biggest goal then is to even the playing field, so that all people have equal opportunities to advance in their careers. 

“DEI is a fair shot. And it’s an equal shot. It’s not to ‘get the job’. It’s an equal shot to get the job.” – Sam Rapoport

2. Struggling to effect change? Try the 70:20:10 rule

For new and seasoned pros alike, anyone working in or around the DEI space has faced their fair share of detractors over the years. Those fringe voices are often the loudest, giving a skewed sense of who actually supports inclusion work or not. 

While we all have the impulse to rush to DEI’s defense — share the litany of research backing its pivotal role for team and business outcomes, expose the inherent “isms” baked into DEI critiques, and so on — these efforts always feel like we’re running up against a brick wall. Instead, let’s try the 70-20-10 rule. 

Popularized by Dr. Adina Sterling, a professor at Stanford University, the 70:20:10 framework can be a powerful tool for approaching DEI initiatives, and even change management more broadly. Here’s how it breaks down:

• 20% of people are engaged and actively working to advance DEI principles. These are your champions.
• 70% are willing to participate but lack the knowledge, confidence, or skillset to do so effectively.
• 10% are resistant or dismissive of DEI efforts. 

According to Dr. Sterling, the most effective strategy is to invest energy into moving the 70% towards the 20%. If we move the ground from under the 10%, they will have no choice but to get on board. 

Sound harsh? Well, think back to recycling. Decades ago people were very upset about the concept of needing to wash out their plastics, walk an additional 5 feet to use a recycling bin, etc. But today, recycling has become second nature and part of everyday life. That’s because a lot of effort was put into getting buy-in from that 70%. 

3. Impact > Intent

Let’s say you are walking down the street with a friend. You’re really getting into the heat of the conversation, you’re gesticulating wildly, and SMACK! You hit someone trying to pass by you.

What happens next? Chances are you wouldn’t say “it wasn’t my intent to hit you” and then scurry off. Instead, you might say “Oh no, I’m so sorry. Are you hurt? Do you need ice? Is there anything I can do to help?” 

Believe it or not, we should be handling microaggressions in exactly the same way. Yet, in practice when we get called out for microaggressions — misgendering someone, asking someone “Where are you really from?”, assuming a woman is less knowledgeable about technology, etc. — our reaction is to get defensive and insist that we are ‘good’ people who never would have dreamed of harming someone else. 

But here’s the rub — those actions did harm someone else. And that impact matters more than you not meaning to cause harm. What does Sam recommend we do instead? Apologize right away, don’t center yourself, and keep on pushing. 

“You would see the best rise to the top and we’d stop losing such amazing talent if we could all come together and say stop worrying about what the intent was because the intent is kind of irrelevant.”

4. Language matters

Knowing the right thing to say at all times can be challenging, and in many cases even impossible. Especially in our global world, language advances so rapidly that it can be difficult to keep up. There are words that years ago might have been OK but now they’re offensive and deeply harmful. 

For example, for many years people would always use “wives and girlfriends” when referring to a male colleague’s significant other. Now we know that there’s an implicit assumption that the person we are referring to is heterosexual. For those who might not be, language like that can feel alienating and cause someone to believe that they need to hide their identity if they are not heterosexual. Nowadays it’s much more common to hear gender neutral and inclusive phrases like “spouses and partners”. 

As leaders, it’s incumbent to stay abreast of these changes. Take a page from Sam’s playbook. At the NFL, Sam’s team distributes a language “dos and don’ts” cheatsheat for coaches and team managers to help them speak and lead more inclusively. It really is that simple! 

“Language shapes emotion and your emotion dictates culture.” – Sam Rapoport

5. DEI is like exercise

Yes you read that right. Like exercise, DEI is a continuous journey that requires learning, dedication, and above all — practice. Let’s break this down.

Say you can currently bench press 50 lbs and you want to get up to 200 lbs. Chances are you wouldn’t go ahead and stack those weights up to 200 and give it your best shot. You’d probably injure yourself. Instead, you would head to the gym regularly and incrementally go up a notch until you can comfortably and confidently bench all 200 lbs. 

DEI is the same. You don’t just wake up one day, decide to be inclusive, and suddenly know everything there is to know about being inclusive. Instead you might start with learning, maybe you take a course, read some articles, watch a few movies, talk to a friend who is willing to teach, and so on. 

Instead of getting stuck in the mindset of “am I inclusive or not?” think about creating a holistic journey for yourself where you gradually learn what it means to be inclusive, and give yourself opportunities to practice those behaviors. Eventually, and probably without you even realizing, these inclusive “muscles” will get stronger and stronger until they become part of your daily life and interactions. 

“Don’t get scared by how hard, how gargantuan DEI is. Just stay the course and keep going up the ladder, one rung at a time.” – Sam Rapoport

Transform your leadership with inclusion 

From debunking common DEI myths to embracing the journey of inclusivity as an ongoing practice, the insights Sam and Elise shared not only challenge us to reflect but also to act. Understanding and applying these takeaways is not the destination; it’s merely the beginning of a critical and evolving journey towards creating environments where everyone thrives.

In our journey towards understanding and implementing effective inclusive leadership initiatives, every step taken is a step towards not just better leadership, but a better workplace. Let’s embark on this journey together, one insight, one action, and one conversation at a time.

Watch the Full Webinar Now – Don’t let these invaluable insights slip through. Click here to gain full access to the conversation that’s shaping the future of inclusive leadership.

“Practice, practice, practice.” 

“Practice makes perfect.” 

“We become what we repeatedly do.”

You have probably heard at least one of these sayings throughout your life, but is there any truth to them?

The answer is an emphatic yes, and for more than one reason. In fact, practice is the foundation of how humans learn and remember. 

Reading, watching videos, or listening to lectures are all useful ways to gain knowledge and understanding. In order to become proficient in a given skill or topic, however, it is critical to actively (and repeatedly) engage with the material at hand. 

Practice based learning offers the active, repeated engagement needed to create lasting change in behavior. When individuals engage in a particular behavior repeatedly, their brains create new neural pathways. This helps make that behavior more automatic and easier to perform. We know this as “habit formation”. By regularly practicing a desired behavior in different contexts and situations, individuals can create new habits and become more likely to maintain them over time.

When incorporated into corporate learning programs, practice can boost corporate upskilling and reskilling efforts. Creating a more robust learning ecosystem yields positive benefits for your people and business. 

L&D needs a transformation to fuel the future of work

The typical L&D approach, however, has not yet evolved to encompass the challenges of post-pandemic working life. 

Often executed in a siloed, ad hoc or rushed manner, the average onboarding program today expects new hires to learn complicated job-related skills in just 30 minutes or less. Human skills, such as leadership, empathy, and providing constructive criticism, are rarely part of the lesson plan. When human skills are addressed, it is often in a cursory, secondary training — such as a solitary workshop with no follow-up or practice.

Later in the employee journey, employees rarely get opportunities to upskill even as their changing roles demand it. A study by the Harvard Business Journal found that 75% of 1,500 managers surveyed from across 50 organizations were dissatisfied with their company’s Learning & Development (L&D) function. 

Because there is a disconnect between what employees need and what trainings are available, employee attitudes about L&D are generally negative. Just 12% of employees claim they use the knowledge acquired through training to do their jobs. In a study on the drivers of L&D impact, the Harvard Business Review identified additional gaps:

• Training typically takes place outside of the organization, making it difficult to translate what is learned in the classroom into real workplace applications.
• Trainings tends to require the learner to invest a substantial amount of their own time, while still needing to fulfill all their regular work duties.
• The onus for applying the learning is typically placed on the learner, with minimal follow-up from the instructor once the training has concluded.
• There is little support or accountability to ensure that employees completed the training and applied new learnings

New approaches, such as immersive training, strongly support proficiency. However, to truly upskill a team and build a cohesive, collaborative working group, those approaches need to incorporate lots of practice. Regardless of your training approach, including strategic opportunities for practice can help clear the path toward a far higher return on training investments. Rooting your programs in a strategic practice agenda supported by data-driven insights supports the continuous optimization you’ll need as the demand for new skills grows. 

Making the business case for practice based learning

Investing in learning & development drives better business outcomes. If you’re an HR or Learning professional, you’ve seen the supporting data: Companies that invest in learning & development see a 24% higher profit margin and increase retention by 30-50%. There’s a direct correlation between L&D and increased employee engagement, better teamwork, improved communication, better decision-making, and more productive collaboration. And conversely, a lack of effective training can lead to lower morale, high turnover, and even legal consequences.

The financial cost of ineffective L&D is enormous. A recent Harvard Business Review survey found that only 10% of the 200 billion spent on corporate training and development every year delivers real results. That means ineffective training costs companies $13.5 million per 1000 employees annually.

So where is the disconnect? As today’s workplace evolves to meet the demands of the modern consumer, and hybrid work becomes the not-so-new normal, employee training needs to change as well. 

Practice is the key to transformative learning

While traditional approaches to corporate leadership and manager training often fall short, integrating continuous, practical engagement into L&D strategies promises a brighter future. This method supports the formation of habits through neural pathway development. It also catalyzes the upskilling and reskilling efforts necessary for thriving in a post-pandemic work environment.

As we witness a dynamic shift in workplace demands, it becomes crucial for organizations to reinvent their training programs to include strategic, hands-on practice opportunities that align with real-world applications. By committing to these transformative learning practices, companies can not only enhance employee performance and satisfaction but also achieve substantial business growth and sustainability. The potential returns—increased profit margins, higher employee retention, and a more collaborative and skilled workforce—underscore the indispensable value of practice-based learning in today’s ever-evolving corporate landscape

Creating a positive feedback environment is crucial for fostering a culture of growth and improvement within your team. By creating an atmosphere where feedback is welcomed and valued, you encourage open communication and empower your employees to take ownership of their development.

To create a positive feedback environment, start by providing regular and timely feedback. Make it a point to recognize and appreciate your employees’ accomplishments and efforts. This not only boosts morale but also reinforces positive behavior. Additionally, be open to receiving feedback from your team members. Actively listen to their suggestions and concerns, and show them that their opinions are valued.

Another important aspect of creating a positive feedback environment is being respectful and constructive. Avoid using negative or hurtful language and focus on providing actionable and specific feedback. Remember to acknowledge the strengths of your employees while addressing areas for improvement. This helps to build trust and maintain a positive working relationship.

Practical Tips on How to Give Feedback to an Employee

Understanding how to give feedback to an employee effectively requires mastering a few key principles. Here are the essential tips:

Being Specific and Constructive

When giving feedback, it is important to be specific and constructive. Vague or general feedback can leave employees confused and unsure of what they need to improve on. Instead, focus on providing clear and specific examples of both positive and negative behaviors or outcomes.

Start by clearly stating the behavior or outcome you are addressing. Use specific examples to illustrate your points and explain why it is important. This helps employees understand the impact of their actions and gives them actionable steps to improve.

In addition to being specific, feedback should also be constructive. Instead of criticizing or blaming, focus on providing guidance and support. Offer suggestions for improvement and help employees develop a plan to address any areas of concern. By framing feedback in a constructive manner, you create an environment where employees feel empowered to grow and develop.

Remember, being specific and constructive in your feedback helps employees understand expectations and make meaningful improvements. Now that we’ve discussed the importance of being specific and constructive, let’s dive into how to give feedback to an employee in a way that encourages two-way communication. 

Encouraging Two-Way Communication

Feedback should be a two-way conversation between you and your employees. Encouraging open and honest communication helps to build trust, strengthen relationships, and foster a collaborative working environment.

Start by creating opportunities for dialogue. Schedule regular check-ins with your employees to discuss their progress, challenges, and goals. Actively listen to their input and encourage them to share their thoughts, ideas, and concerns. This not only helps you gain valuable insights but also shows your employees that their opinions matter.

During feedback conversations, ask open-ended questions to encourage employees to reflect on their performance and provide their perspective. This promotes self-awareness and helps them take ownership of their development.

Furthermore, be receptive to receiving feedback from your employees. Actively listen to their suggestions and concerns, and be open to making changes based on their feedback. This demonstrates that you value their input and are committed to creating a supportive and inclusive work environment.

By encouraging two-way communication, you create a feedback culture that fosters mutual respect, collaboration, and continuous improvement.

Setting Clear Expectations

Setting clear expectations is essential for effective feedback. When employees know what is expected of them, they can align their actions and behaviors accordingly.

Start by clearly defining performance expectations and goals. Communicate these expectations to your employees and ensure they have a clear understanding of what is expected from them. Provide them with the necessary resources and support to meet these expectations.

In addition to performance expectations, provide clear guidelines on how feedback will be given and what employees can expect from the feedback process. This helps to create a transparent and consistent feedback culture.

Regularly check in with your employees to assess their progress towards meeting expectations. Provide feedback and guidance along the way to help them stay on track. By setting clear expectations, you create a framework for feedback that promotes accountability and growth.

Following Up and Providing Support

Following up and providing support is a critical part of the feedback process. It shows your commitment to your employees’ growth and development and helps them make meaningful progress. 84% of employees who say their manager supports their career goals also feel “committed” — they like their work and care about their career; often put in additional effort to make sure they do a good job for their company, support their team, and serve their customers; and they’re happy to go above and beyond at work when needed.

After giving feedback, follow up with your employees to see how they are doing. Ask them about their progress and provide any additional support or resources they may need. This demonstrates that you are invested in their success and are there to support them.

In addition to follow-ups, provide ongoing support and guidance to help employees improve. Offer training opportunities, mentorship, or coaching to help them develop the skills and competencies they need to succeed. Regularly check in with them to offer guidance and address any challenges they may be facing.

By following up and providing support, you create a feedback loop that enables continuous learning and improvement.

Building Connected and High-Impact teams

Creating a positive feedback environment is not just a managerial task but a fundamental element that shapes the culture and effectiveness of a team. By focusing on regular, specific, and constructive feedback, and by fostering an open dialogue, leaders can build trust, enhance employee engagement, and drive continuous improvement.

Emphasizing respect, recognition, and mutual communication ensures that feedback is both empowering and actionable, setting a clear path for personal and organizational growth. Moreover, by setting clear expectations and providing consistent follow-up and support, managers establish a robust framework for development that aligns individual achievements with organizational goals. Ultimately, the commitment to a positive feedback culture not only enhances performance but also nurtures a collaborative and supportive workplace where every member is motivated to excel and contribute to their fullest potential. Start today by applying these strategies on how to give feedback to an employee and observe the transformative impact on your team dynamics.

Picture this — you’re a sales leader at a leading fitness brand. Your team has been tasked with spearheading the company’s expansion into Latin America. You convene your team for a brainstorming session to come up with creative and impactful strategies to make this expansion a big success.

Your team includes Alejandra, a Mexican-American woman who has previous work experience launching new business ventures in the region. Despite her unique insights, Alejandra often finds herself overshadowed by more vocal colleagues. You are under pressure to come up with something fast that you can present to your executive colleagues. You pick one of the general ideas and inadvertently overlook Alejandra’s attempts to share her expertise.

Several months into the expansion, the results are underwhelming. The cookie-cutter approach that was hastily adopted failed to resonate within the intricately varied markets.

This is where inclusive leadership could have made all the difference.

Defining Inclusive Leadership

According to in-house experts in learning design and organizational psychology at Praxis Labs, inclusive leadership is defined as:

The process of a leader engaging in behaviors that adapt to the individual and collective needs of a group, resulting in people feeling included, valued, and treated fairly; they effectively use their understanding of diversity to enhance team and organizational outcomes.

Inclusive leadership isn’t just a concept or a theoretical model, but an active practice that requires an interrelated set of skills and behaviors. It is a lever of business success, honing in on its application in improving employee experience and team performance. As a predictor of organizational culture and business outcomes, inclusive leadership is the new leadership standard for forward-thinking businesses. Inclusive cultures are 3.8x more likely to harness the full potential of their employees. Moreover, they experience lower turnover rates as employee morale tends to be higher. 

Inclusive leaders understand the importance of diversity and actively seek to create a culture of inclusion. They promote equitable opportunities for all employees, regardless of their background, race, gender, or any other characteristic. They embrace and celebrate differences, recognizing that diversity can lead to innovation, creativity, and better decision-making.

Inclusive leadership is not only about diversity and inclusion, but also about creating a sense of belonging for all. It involves fostering a culture of psychological safety, where individuals feel comfortable being themselves and expressing their ideas without fear.

Overall, inclusive leadership is about creating a workplace where everyone feels valued, respected, and empowered to contribute their best.

Why Embrace Inclusive Leadership? 

Embracing inclusive leadership is crucial for several reasons:

• Increased innovation and creativity: Inclusive leaders understand that diverse perspectives bring new ideas and insights. By embracing diversity and creating an inclusive environment, they encourage collaboration and creativity, leading to innovative solutions and better business outcomes.
• Enhanced employee engagement and retention: When employees feel included and valued, they are more engaged and motivated to perform their best. Inclusive leadership fosters a sense of belonging, which contributes to higher employee satisfaction, retention, and productivity.
• Improved decision-making: Inclusive leaders value and seek different perspectives, leading to more well-rounded decision-making. By considering diverse viewpoints and experiences, they can make more informed and effective decisions that benefit the entire organization.
• Access to a wider talent pool: Inclusive leadership attracts and retains a diverse range of talent. Organizations that prioritize inclusivity are more likely to attract candidates from diverse backgrounds, bringing in a wider range of skills, experiences, and perspectives.
• Enhanced reputation and brand image: Inclusive leadership demonstrates a commitment to diversity and inclusion, which can positively impact an organization’s reputation and brand image. Organizations that are known for embracing diversity are more attractive to customers, clients, and partners.

Why Be Anything But Inclusive?

Embracing inclusive leadership helps foster a workplace that not only promotes a culture of inclusion and belonging but drives innovation, engagement, and effective decision-making. By actively valuing and integrating inclusion into every action and behavior, organizations can create a more inclusive and valuable experience for all.

A robust performance management system based on feedback is vital for an employee’s professional growth and development. But when it comes down to the particulars of how performance feedback in the workplace should be given, leaders have long been divided on which approach — standardized or continuous — is most effective.

Years ago, organizational experts advocated to shift away from the annual review model to evaluate performance and determine pay.  The once-yearly “standardized” review process was found to be ineffective at inspiring better performance in employees, with only 14% of employees in 2017 strongly agreeing that traditional performance reviews inspired them to improve, according to a Gallup survey. Additionally, they were found to be unnecessarily costly and time-consuming, with some companies losing as much as $35 million a year in working hours just so employees could participate in them.

As a result, leading companies such as Accenture, Deloitte, Microsoft, and General Electric elected to do away with annual reviews altogether in favor of a “Continuous Performance Management” approach. Intending to reduce turnover and increase engagement, this approach involves planning (setting goals), checking in (through coaching), and reviewing (giving transparent and frequent feedback). 

Founded on the idea that the most impactful feedback is given in real-time, specific, actionable, and meaningful. However, this shift is not without its set of challenges and risks of disengaging employees. If handled inexpertly, it can make employees feel “hounded” or micromanaged, damaging morale.

So how do we reconcile these different approaches for the best result possible? Having researched the subject of performance management extensively, our in-house Curriculum team has found that the “Context, Action, Impact” approach to continuous feedback has the most positive impact. Organizations should invest in training, communication tools, and a growth-oriented culture to successfully implement the CAI model.

Putting the Context-Action-Impact framework to work 

What does the CAI model look like in action? While this model centers the classic manager-report feedback session, it also often appears as informal peer-to-peer debriefs. For example, you feel frustrated with a colleague who repeatedly interrupts you during a presentation and want to bring it to their attention. How would you proceed?

Let’s dive in. 

1. Context is everything

The first step to building a great feedback model is giving detailed context — something often lost in an annual review assessment. Instead of offering a “broad-brush” overview that fails to capture the nuance of where an employee excels and has room to grow, aim for specificity and context whenever possible.

For example, in the scenario given above you might start by pulling your colleague aside and respectfully saying: “During our team meeting yesterday afternoon, when we were discussing our project timeline, you repeatedly interrupted my presentation.”

2. Hone in on the action that was disruptive or unproductive

Next, it’s important to call out the specific behavior that you found disrespectful so there’s no room for confusion. For example: “In my presentation, you and Martina were whispering to each other throughout.” This prompts the person to recognize how something seemingly minor, which they may have thought went unnoticed, was in fact disruptive. 

3. Be clear about the action’s impact on others

To demonstrate that their behavior has consequences, be specific about how it made you or someone else feel. For example: “I felt distracted, leading to difficulty answering questions.” Connecting their behavior to a negative outcome for someone else should elicit an empathetic response on their part. Thus, reinforcing that this action should not to be repeated. However, notice how there is no blaming, shaming, or broad characterizing involved. Simply a recount of the incident and how it impacted you. This kind of specificity motivates improved future actions, rather than resentment, on the part of the addressee.

Calling out positive as well as negative actions

This three-pronged approach has proven to assist people in course-correcting. It’s also highly relevant in positive reinforcement scenarios and must be exercised in positive scenarios in equal measure to negative ones. For example, if an employee appears to be honing a skill to the benefit of your team, you might follow the CAI model by giving them the following feedback:

Context: “Your persuasive speaking skills have really improved since last quarter” 

Action: “The clear, evocative way you communicated the unique value of our offering was instrumental in getting the client’s buy-in.” 

Impact: “I felt energized by the way you told our story, and the client seemed to respond very positively!”

Bringing DEI and feedback together with open-ended questions

As learning professionals transition from traditional performance reviews and methods of giving feedback to the Context – Action – Impact model, it’s critical to consider the role that DEI plays in the feedback process. 

Incorporating DEI into feedback means recognizing that our backgrounds, experiences, and perspectives heavily inform the ways people prefer to give and receive feedback. The risk of giving feedback poorly can result in hostile or toxic work environments. People will have different views on what’s appropriate or crossing the line. Factors such as age, race, gender, sexuality, and other identities inform those differences. 

To better understand the root causes of disagreements or conflicts, it’s important to ask open-ended questions. This can help managers better understand how identity informs peoples attitudes and behaviors in the workplace. When conflicts arise, this helps managers get to the root of a problem, rather than applying a one-size-fits-all approach.

Using open-ended questions alongside the Context – Action – Impact framework is one way for managers and team leaders to root their feedback in specificity while striking a balance between constructive criticism and positive reinforcement. It also doesn’t hurt to simply ask your team members how and when they prefer to receive feedback. 

A strategic approach to feedback in the workplace

The transition from traditional performance reviews to the CAI model marks a significant step towards improving employee engagement and productivity. However, it is not without its challenges, especially regarding timing, specificity, and balancing constructive criticism. Organizations should invest in training, communication tools, and a growth-oriented culture to successfully implement the CAI model.  A more robust performance management system will result in catalyzing a culture of continuous improvement that is vital for success in today’s dynamic work environment.

Leading a company through organizational change management initiatives is no small task. And once the ink has dried and the company enters a transition period, the hardest part still lies ahead: Earning employee buy-in.

The uncertainty and tumult of the pandemic years have changed peoples’ attitudes toward change, resulting in what Harvard Business Review is calling “change fatigue.” A Gartner survey revealed that employees’ willingness to support enterprise change collapsed to just 43% in 2022, compared to 74% in 2016. Employee resistance is cited as the number one reason why organizational changes fail, according to a McKinsey report. 

The reason for this resistance is that most organizations, in the weeks and months following a change event, fail to take the right actions to support teams while they adjust. Leadership often assigns employees additional responsibilities and requires them to join new teams in an uncertain environment, often without guidance as to the rationale behind the switch. This fractures trust and drives a wedge between employees and management that is hard to reverse. Fifty-five percent of employees took a significant hit to their own health, their team relationships, and their work environment to sustain high performance through disruptions, Gartner found.

But it doesn’t have to be this way. When managed properly, a change event creates an opportunity to re-engineer a more inclusive and productive workplace culture. To earn employee buy-in and retain top talent in times of change, we recommend the following actions:

1. Be empathetic. Tell employees first

In work and in life, nobody likes to receive important news second-hand, especially when it’s relevant to their financial security. Although unintentional, employees often learn about organizational change management programs through the grapevine. A director tells investors something to the tune of “we’re considering strategic alternatives such as an acquisition” and suddenly your employees are reading about it in the paper. Confusion and chaos result and trust is lost. You can avoid this by telling employees about change events ahead of (or synchronously with) the public announcement in a direct but empathetic manner that speaks to their concerns. If the change will result in layoffs, or if they will have to relocate, they deserve ample notice. (For more resources on managing layoffs, read our blog Supporting Employees Through Tough Times). If the change will bring new opportunities for advancement, the same is true. A proactive communications strategy ensures the whole team is given the facts before the news hits the wire. It sets an inclusive precedent and is, simply, respectful.

2. Invest in an improved employee experience

Employees incur additional responsibilities – both intellectual and emotional – during times of transition. We recommend showing appreciation for this labor by coupling the change with a new employee wellness benefit or social initiative. This could mean no-meeting days, planned “downtime” around the change, or a fun company-wide networking event outside of the office. Demonstrating organizational care and valuing relationships makes employee buy-in smoother amid changes. 

3. Ensure managers have the proper training (and capacity!)

Only 57% of managers have enough capacity in their day-to-day work to support their teams through change. If the managers don’t usher in the change, no one will, so it’s absolutely critical that you give them the resources and bandwidth to succeed. This means lightening their loads, setting aside time for them to connect meaningfully with new reports, and ensuring they know how to communicate with empathy. Leveraging the perspective-taking power of immersive technologies is one proven way to allow managers to practice communicating empathetically in high-stakes situations. Knowing what to say (and what NOT to say) in these conversations can be the difference between an engaged employee and a jaded one.

4. Collect employee feedback

Re-structured hierarchies, often part of a major change event, tend to breed insecurity. Doubts about job security deter open expression, harming an organization’s psychological safety culture. If you want to build psychological safety during a transition time, solicit employee feedback on management’s handling of the change. Asking the questions “What are we doing right?” and “How can we make it better?” gives employees a venue to voice their opinions and sets a strong precedent for speaking up. Gartner research has found that when employees own implementation planning, change success increases by 24%. 

Seizing the opportunity

When managed strategically, change events create a launching pad for a more vibrant, inclusive employee culture. Inviting employee involvement, centering employee experience, and working to alleviate fatigue is key to unlocking this potential. Instead of playing catch up (or worse, doing damage control,) leaders who bring the change will elicit more sincere employee buy-in and support a healthier, more productive future.

Check out our course offering on organizational transformation and change management.

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