Helping Employees Embrace Change and Build Resilience

Change is a constant in today’s workplace. Whether it’s new technology, shifting priorities, or updated business goals, employees are expected to embrace change and adapt quickly. But adaptability doesn’t always come easily. That’s why a strong organizational change management strategy is essential. Leaders who understand the change management process can better support their teams by focusing on how to build resilience and create a work culture that views change not as a threat but as a chance to grow.

Understanding change fatigue

It’s easy to assume that employees are open to change, but research tells a different story. Reports show that employee support for change efforts has dropped significantly, from 74% in 2016 to just 38% in 2022. Other findings indicate that only 23% of employees feel like they’re thriving at work. That means most people are either disengaged or just going through the motions.

The more often companies roll out changes without involving employees or listening to their concerns, the more likely people may feel burned out. Constant change without clear support may lead to stress, lower productivity, and higher turnover. Experts at Harvard Business Review warn that poorly managed or rushed change can overwhelm employees, leading to increased burnout and reduced work engagement. And when employees feel overwhelmed, even small changes can feel like too much.

Creating stability during transitions

Successful change doesn’t just happen through good planning and announcements. It requires stability. In other words, employees want to feel like some things are staying the same while other things shift. Predictable routines, supportive leadership, and clear communication all help reduce anxiety during times of change.

Deloitte refers to this balance as “stagility”, or the ability to stay grounded while also being flexible. They found that most employees want more stability in their day-to-day work, even as companies push for more innovation and faster results. Creating a stable environment helps employees feel safer and more open to trying new things.

Leaders can provide this by being consistent. That means clear timelines, organized rollouts, and regular check-ins. When employees know what to expect, it’s easier for them to adapt without feeling lost or confused.

Turning change into a shared skill

Since change is always happening, companies need to treat it like a long-term skill rather than a short-term project. Dr. Nadya Zhexembayeva, an expert on business reinvention, explains that today’s companies must treat reinvention as a continuous skill. With business models lasting only about six years, leaders and employees need to build the ability to anticipate change, take confident action, and learn from experience.

Research supports this idea, showing that successful companies train people at every level to become more adaptable. Leaders need to model the behavior first by staying open-minded and curious. Then they can help teams build the same habits. Activities like group problem-solving, pilot programs, and post-project reviews all help strengthen the organization’s change muscle. When people are encouraged to practice change regularly, they become more confident and capable. It stops feeling scary and starts feeling like just another part of the job.

Involving employees in the process

One of the biggest reasons people resist change is that they feel left out of it. Employee engagement is widely recognized as one of the key drivers of successful change. When employees have the opportunity to provide input, share feedback, or test new ideas, they feel like they’re part of the solution rather than being forced to go along.

Harvard Business Review highlights that change is more effective when it’s a conversation, not a directive. Employees want leaders who listen, respond to concerns, and adjust plans based on real feedback. That doesn’t mean agreeing with everything, but it does mean showing respect and transparency.

Even simple steps, such as surveys, Q&A sessions, or open forums, can make a significant difference. When people see that their voices matter, they’re more likely to stay engaged and help move things forward.

Empowering frontline leaders

Managers are often caught in the middle during change. They’re expected to drive results, support their teams, and carry out new company plans, all at the same time. However, many lack the training or resources needed to do it well.

According to insights from Propeller, a management consulting firm, frontline managers need better support to guide their teams through change. They need tools to coach employees, manage stress, and ensure smooth operations..

One of the most effective ways to do this is through peer support and leadership coaching. When managers feel confident, supported, and well-equipped, their teams tend to feel the same. It’s also important for leaders to be open about their own experiences. When managers admit they’re learning too, it helps create a culture of trust.

Supporting learning and well-being

Change often requires learning new skills, especially as technology evolves. A study found that more than half of employees expect their job skills to change significantly within the next five years.

To help people keep up, companies should invest in both technical training and soft skills like communication and adaptability. Business Insider recently reported that executives are tying employee wellness and reskilling together, offering flexible schedules, mindfulness tools, and learning opportunities as part of their change strategies. When people feel like they’re growing, they’re more likely to stay engaged and less likely to burn out. Learning also helps people feel more in control, which reduces stress during times of uncertainty.

Reducing tech-related stress

Digital tools can make work easier, but they can also add stress, especially when employees are expected to master new systems quickly or use clunky platforms that don’t work well. This kind of stress, sometimes called “technostress,” has been shown to lower job satisfaction and increase frustration.

Organizations can reduce this by offering better training, simpler tools, and faster tech support. Gallup recently noted that Employees who report having greater influence over how new technologies are adopted are significantly more likely to report high job satisfaction. Instead of rolling out new tools without warning, companies should involve users in the selection process, provide ample hands-on practice, and address issues promptly. That way, technology feels like an asset, not a burden.

Fostering a resilient culture

At the end of the day, culture shapes how people respond to change. A resilient workplace is one where people feel safe to ask questions, try new things, and support one another.

Leaders can build this by encouraging open communication, rewarding learning, and creating space for reflection. That could be regular team check-ins, shout-outs for creative thinking, or moments to pause and celebrate progress.

According to Harvard Business Review, feedback loops play a key role. Leaders should regularly solicit input and take concrete action based on what they hear.  This creates a cycle of trust that strengthens over time and makes future changes feel less overwhelming.

Helping employees deal with change isn’t about making things perfect; it’s about making people feel supported, informed, and involved. When organizations focus on communication, consistency, learning, and culture, change becomes something teams can handle with confidence. And that’s what leads to long-term success.

Sources and References:
Gartner
Gallup
Harvard Business Review: Are You the Cause of Your Team’s Change Fatigue?
Deloitte
Forbes
McKinsey & Company
Prosci
Harvard Business Review: Good Feedback Is a Two-Way Conversation
Propeller
PwC’s global workforce
Harvard Business Review: Turn Employee Feedback into Action