Building Employee Buy-In for Strategic Change

Changes from the C-suite often land as abstract ideas that feel disconnected from (or irrelevant to) the reality on the ground. It’s up to team leaders to help people see what it means for them. Otherwise, it’s just another big announcement that doesn’t stick. So, what are the best ways to talk to your team about a strategic change? How can you frame the initiative in concrete terms? And what should you do if there’s skepticism that points to problems with the change? What the Experts Say Being the messenger of change is often challenging. How hard this communication gets comes down to how much or how little resistance you face, according to Shana Carroll, a professor and co-director of the Leadership Development and Communications Program at the Kellogg School of Management at Northwestern University. “It depends on your team’s attitude,” she says “Can your team see how this change is positive? Or will they struggle with it, push back, or fail to see how it affects them?” That disconnect is common, notes Justin Willett, research director for the Novak Leadership Institute at the University of Missouri, whose work focuses on leadership communication and workplace culture. Sure, you understand why the new policy or change matters to the business—you’re privy to the boardroom conversations, he says. But you can’t assume everyone else does, too. “Frontline employees might think, ‘This doesn’t apply to me.’ That’s why you need to help them connect the dots and make sure people know why what you’re saying is relevant to their work, not just the company’s goals.” Here are a few ways to do that. Read the room. Before you introduce a change, Willett advises stepping back to consider how it’s likely to be received. Employees aren’t all starting from the same place after all. They bring different levels of understanding, skills, and perspectives to the big picture. “You probably already have a good read on your people,” he says. “Think about where they’re at: what they connect with, what gets them jazzed up, and where they want to grow.” Carroll suggests identifying what she calls “network nodes—the super connectors in your organization who interact with a wide range of people.” Tap them as a sounding board to anticipate how people might react. “Ask them: What concerns do you have? What will it take to put this into practice? And what should we emphasize?” Use their input to tailor your approach. Focus on frontline managers. Frontline managers are key to how messages get communicated and how teams respond, so Carroll recommends prioritizing them. They work directly with employees and have a clearer view of what’s actually happening, she says. “Frontline managers have an outsized influence on whether people stay motivated and see how their work matters,” she adds. “Leaders need to help them see that communication is a key part of their job, and give them the skills and tools to do it well.” That support matters because in times of change, frontline managers are often the ones employees turn to, says Willett. “That relationship is where trust is built. If it’s solid, people feel heard and they’re more likely to open up and say, ‘I’m worried about these new metrics,’ or whatever’s on their mind.” Think like a translator. Along with developing your frontline managers’ communication skills, you need to help employees at every level understand the reason behind the change. “People’s responses tend to fall on a continuum,” says Carroll. “A small percentage are excited and see the vision, some will dig in and resist, and most are somewhere in between.” To reach that middle group, a compelling case is needed. Think like a translator, says Willett. As a senior leader, “you know more about how the decision was made and what the alternatives were,” he says. “You don’t need to tell people everything, but they do need to know what’s pertinent to their jobs and the business.” Explain what the change means in practice, he says: “Walk through tasks and timelines. Say: ‘Here’s how this may affect your day-to-day.’” Make it personal. Next, you need to help people answer the question: What’s in it for me? This is where you put your translation skills to work, according to Willett. Rather than talking about what’s good for the company, focus on personal opportunities and connect the change to individual goals. Consider what motivates different team members—whether it’s learning opportunities, career advancement, or new responsibilities. Then show them what the strategic shift means for them personally. “You could say: ‘You’ll have the opportunity to build new skills, which can help you get promoted.’ Or, ‘You’ll help colleagues get up to speed, which gives you a bigger role.’” Carroll recommends backing this up with anecdotes and stories that show you appreciate how the change affects different teams and people. “It helps them feel seen and understood.” Have compassion. People crave stability. “And when you introduce change, you’re inevitably putting people into a state of uncertainty and turmoil,” says Carroll. “That’s not necessarily bad, but as a leader, you need to help them navigate it with empathy and compassion.” That means noticing their emotions and worries. “People are wondering: ‘What else is going to change? What else don’t I know?’” You might be tempted to rush them toward acceptance, but they often need to sit with their discomfort. “Don’t waste time trying to win everyone over one by one,” she says. “Let them feel what they’re feeling while consistently offering a vision that’s both optimistic and realistic.” People can get on board with change even if they don’t like it, as long as you show them respect, she adds. Point out progress. If some workers are having trouble grasping what the strategic change means for their day-to-day work, Willett recommends using real-life examples to bring the vision to life. Seek out people in your organization who are already on board and making the change work. Showcase their achievements and demonstrate how the new approach benefits them and the team. Concrete case studies help make the strategy feel tangible and relevant. “There are going to be people who are harder to persuade, and you have to do what you can to show them the way,” he says. “‘Just do it’ isn’t going to help.” And it will likely backfire. Success stories can help people come around and see progress that can be made. Push real concerns upward. You might hear pushback or comments like, “This is just a fad” or “We tried this before and it didn’t work.” Some of that resistance may be noise, but legitimate concerns are worth paying attention to, according to Willett. “If you uncover real issues, you need to get that information back up the ladder so that it reaches the people making the decisions.” The problem isn’t always the change itself, but how leaders are going about it. And there might be a better way to implement it, he says. In some cases, certain processes may need carve-outs or exceptions. “It might be something the CEO overlooked,” he says. “It’s important to get that signal back up the chain.” Be patient. Change requires a mental shift and it takes time to rewire old patterns. Be patient, says Carroll. “Leaders have had the conversations for months and done the analysis. Employees are hearing about it for the first time and only starting to wrap their heads around it.” Meet your people where they are. “Acknowledge that uncertainty is normal and make them feel safe,” says Willett. “You might not be able to anticipate every question,” he adds, “but you need to be prepared to talk about what they’re worried about or afraid of.” Your core message is simple: ‘We’re doing this new change, we’re going to make mistakes, and we’re going to figure it out together.’” Principles to Remember Do Tap your “network nodes”—the super connectors who interact with everyone—as a sounding board to anticipate reactions and tailor your approach. Make it practical: explain how the change affects people’s specific tasks, timelines, and day-to-day work. Tailor your message to individual motivations and focus on opportunities like learning, or career advancement, rather than generic company benefits. Don’t Overlook frontline managers—they’re key to how teams respond. Invest in their communication skills. Assume that all negative feedback is just griping; sometimes it’s pointing to real problems with the change or its implementation. Dismiss people’s fears. Instead, acknowledge that uncertainty is normal and be ready to address people’s concerns with care and transparency.

Building Employee Buy-In for Strategic Change

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