Change is hard. And, it is something we cannot avoid. The last several years have pushed all of us out of our comfort zones with big changes in the world and at work–and, alongside technology, the rate at which we must cope with, navigate and adapt to change is also increasing, rapidly.
At Pando, we’ve built hundreds of career frameworks and supported organizations in defining their values over the last several years. One common thread we consistently see is a “growth mindset.” Whether it’s “agility,” “resilience,” or “adaptability,” the message is clear: change is constant, and we need to figure out how to thrive in change so we can simply thrive.
Unfortunately, most organizations struggle with change–especially big radical or transformational changes (either by choice or for survival). Moving people from what is to what could be is one of the most critical skills a leader today can have. However, as McKinsey points out, 70% of these [changing people’s behaviors] initiatives fail. So, what can leaders do to drive change successfully?
Recently, we had the pleasure of sitting down with Melanie Naranjo, Anoop Odedra, and Bryce Rattner Keithley, to explore practical strategies for driving meaningful change and what leaders can do to reshape or evolve organizational cultures, structures and outcomes.
My husband always says, ‘KISS - keep it simple, stupid.’ It’s a not-so-gentle reminder that we often overcomplicate things. When it comes to initiatives and change management, starting with a ‘do-easy’ approach is key," Melanie says.
Melanie reinforced this by emphasizing that quick results and rapid feedback loops are essential for gaining buy-in. When employees see immediate progress, they’re more likely to support the next small step in the change process.
People are naturally resistant to change because of our strong preference for stability and predictability. When faced with uncertainty, our instinct is often to resist, as it disrupts established habits and routines. This resistance is even more pronounced today, as employees are increasingly overwhelmed by the sheer volume of changes happening in their work environment.
In fact, a recent Gartner study highlights this stark reality: the average employee faced ten enterprise changes in 2022, compared to just two in 2016. This sharp increase in change is difficult enough, but what's even more concerning is the declining support for these changes. Employee buy-in for organizational changes has dropped from 76% to just 44%, underscoring a significant disconnect between leadership's intent and employee engagement. This is why change initiatives must be not only well-communicated but also quickly demonstrate tangible benefits to build trust and reduce resistance.
Change fatigue is a growing challenge for organizations, and leadership plays a crucial role in making transformation feel manageable. When employees are constantly juggling shifting priorities, processes, and technologies, disengagement becomes a real risk. The key? Breaking change into smaller, digestible steps. This prevents employees from feeling overwhelmed and allows them to focus on meaningful, short-term progress.
Anoop echoed this sentiment, stressing that clear communication is just as important as the change itself. He highlighted several critical aspects for leaders to keep in mind:
Ultimately, clarity and simplicity are the foundation of successful change. When goals are well-defined and communicated in a way that’s easy to grasp, employees stay engaged, informed, and focused on what truly matters, as Melanie pointed out.
How can organizations ensure that change isn't just implemented but truly embraced? This was the central theme as the discussion shifted from high-level strategies to the practical steps needed to sustain change over time. One of the key insights shared by the panelists was the importance of building a culture of feedback and flexibility, allowing organizations to adapt while keeping their goals in focus.
HR plays a vital role in facilitating change, but the driving force behind successful change management must come from top leadership, particularly the CEO or senior executives. When leaders model the behaviors they wish to see, they:
One of the most effective ways to sustain progress during times of change is through the creation of continuous feedback loops. Feedback should not be a one-time event or something confined to annual reviews but rather an ongoing conversation that evolves as the organization moves through its transformation. Melanie introduced the concept of "Feedback Fridays," where employees and leaders alike take time each week to reflect on the changes being implemented and offer constructive feedback. This regular cadence of reflection and discussion helps teams to course-correct if needed and make sure everyone feels heard.
Melanie also touched on the critical role of flexibility. While certain elements of change, such as the overall strategic direction may be non-negotiable, the approach to implementing change should remain flexible. Leaders need to be open to adapting their methods based on feedback from employees, especially as challenges or unforeseen obstacles arise. This adaptability is a key aspect of effective change management, as it allows leaders to respond to the needs and concerns of their employees. Flexibility allows employees to feel a greater sense of control and ownership over the process, reducing anxiety and resistance.
Anoop also stressed the need for cultural sensitivity, particularly in multinational organizations. Change management strategies that work well in one region or office may not translate effectively in another due to differences in communication styles, cultural norms, and expectations. Leaders must be attuned to these regional variations and create feedback frameworks that are both inclusive and adaptable. For instance, in some cultures, direct feedback may be seen as confrontational, while in others, it is expected and appreciated. By understanding these nuances, leaders can support a more constructive dialogue and create an environment where feedback is shared in a manner that suits different cultural expectations. This not only ensures that feedback is effective but also that employees in different regions feel respected and included in the change process.
Sustaining change over the long term requires clear measurement and continuous engagement. A key part of this process is tracking KPIs to assess progress, highlight successes, and identify areas needing improvement. These metrics are more than just numbers, they serve as strategic tools that guide decision-making and keep change initiatives on track.
Anoop emphasized starting with simple, foundational KPIs, such as:
These early indicators help organizations gauge employee engagement and the effectiveness of feedback loops. As change initiatives evolve, leaders can introduce more complex KPIs, including:
This incremental approach to measuring success is particularly useful because it allows leaders to make ongoing adjustments as necessary. Rather than waiting until the end of a change project to evaluate outcomes, leaders can continuously monitor progress, fine-tune strategies, and make data-driven decisions that contribute to continuous improvement. This proactive approach helps prevent stagnation so the organization remains on course throughout the change process.
Bryce introduced a powerful concept that can help maintain momentum during long-term change: "Destination Postcards." This idea revolves around creating a vivid, compelling picture of the organization's future state. It's not just about setting goals, but about painting a detailed and inspiring vision of what the organization will look like after the change. By clearly articulating what success looks like—both in practical terms and in the emotional benefits for employees, leaders can help employees stay motivated and engaged, even when the change process becomes difficult.
The "Destination Postcards" concept serves as a motivational tool that appeals not only to employees' logical understanding of the goals but also to their emotional investment in the change process. When employees can envision a specific, positive outcome—whether it's a more efficient workflow, a stronger company culture, or personal growth within the organization—they are more likely to stay focused and committed to seeing the change through to completion. This approach helps employees feel a sense of purpose, making the change more meaningful and easier to embrace.
By presenting a clear and compelling vision of the new organization's culture, leadership can reduce anxiety and rally employees around a shared goal. The "Destination Postcards" provide a clear sense of direction, helping to coordinate efforts across the company and reinforcing the purpose behind the change.
To keep momentum strong, leadership must provide ongoing support throughout the transition. Bryce emphasized three key elements that make the process smoother and more engaging:
By combining a clear, inspiring vision with continuous support, organizations can turn change from a disruption into an opportunity for growth, one that employees don’t just adapt to but truly embrace.
To succeed, organizational change needs to be smoothly integrated into daily operations, with clear goals, regular feedback, and flexibility. Leaders are essential in steering these transformations, making sure changes are in line with business objectives and easy to implement. Through open communication and ongoing support, organizations can drive impactful behavior change and build a more agile, high-performing workforce.
Visit the Pando website to watch the webinar in full and explore more resources like it. Plus, don’t miss out on your chance to get our latest e-book, Building manager buy-in for competency-based performance, and start building a team that drives change from the inside out!
Get inspired, take action, and lead your organization confidently into the future.
