“Nothing is as constant as change.” – Heraclitus already knew this over 2,000 years ago. In a working world shaped by continuous transformation, readiness for change has become a key skill. And yet, this very willingness has been declining for years: in 2016, 74% of employees said they were open to change – today, it’s only 38%. A drop by nearly half!
What defines employees’ readiness for change?
Readiness for change is more than just accepting what’s new—it’s a mindset that embraces change as something to be shaped, not just endured. It shows up in flexibility, a willingness to learn, and the ability to respond constructively, even in uncertain or challenging situations.
Employees who see change as a chance to grow tend to engage early and actively, boosting their team’s ability to adapt and the organization’s overall capacity to innovate.
This mindset isn’t a passive reaction to shifting circumstances. It’s a proactive skill—one that fuels both personal development and meaningful organizational progress.
What impact does change have on employees?
Change in the workplace often sparks stress, frustration, and resistance—natural reactions that are heightened by our brain’s built-in negativity bias, a protective mechanism rooted in evolution. When expectations are unclear, workloads increase, or there’s little time to adapt, pressure mounts. On top of that, losing familiar routines, colleagues, or clarity about one’s future or role can be deeply unsettling.
Over time, however, emotional responses begin to shift. Initial negativity can give way to acceptance, and challenges may start to feel like opportunities for personal growth. This awareness helps leaders and teams approach change more consciously and constructively.
But this shift doesn’t happen automatically—it depends on whether organizations actively support people through the emotional side of change.
Between the first impulse to resist and acceptance lies a critical phase where leadership is essential: as translators of the “why,” as listeners to concerns, and as guides helping people find their way in the new.
Leading change: How HR and leaders can respond to resistance in the team
So, how can teams handle resistance constructively and foster a readiness for change? Here are a few helpful tips:
- Listen and show understanding
Create space for honest conversations where worries, fears, and open questions can be expressed. Active listening – combined with thoughtful questions like “What’s worrying you?” – helps break down emotional barriers and build trust. - Communicate the reasons for change transparently
Clearly explain why change is necessary and what benefits it brings. Consistent, repeated communication provides direction – and a shared vision that the team can rally behind. - Offer support and guidance
Provide targeted resources—whether through training, coaching, or informal sparring. A safe environment where employees are allowed to experiment and grow is critical to long-term change readiness. - Make success visible and celebrate progress
Even small steps deserve recognition. Positive feedback, visible results, and shared milestones strengthen motivation and show that change leads to tangible improvements. - Use resistance as a resource
Critical voices often contain valuable feedback. By actively asking for objections, you show appreciation—and can use the insights to improve the change process. What may seem like obstacles can become sources of productive energy.
Six ways companies and managers can lead change in the workplace
Readiness for change must be actively shaped and supported. Especially during times of multiple transitions, it is up to leaders and organizations to create the right conditions, so employees not only go along with change, but help shape it.
The following principles have proven particularly effective in practice:
1. Involve employees actively
Involvement fosters not just acceptance, but real engagement. People who are asked for input, who can contribute ideas or help shape new processes, feel empowered – and that sense of agency is key for motivation. Formats like workshops, design sprints, or open strategy processes turn transformation into a shared project. Employees become co-creators rather than passive recipients.
2. Communicate openly
Change creates uncertainty—which means people need clarity and direction. And that only comes through honest, clear, and consistent communication. Leaders shouldn’t just explain why change is happening and what the goal is—they also need to show how the process will unfold. Sharing information early, even when all the details aren’t settled yet, builds trust. When people understand the “why,” they’re much more likely to get behind the “how.”
Tip: A weekly internal newsletter or a dedicated intranet page for change updates can help keep everyone in the loop with key info, timelines, FAQs, and progress updates. Add regular town halls, and you’ve got a solid communication framework that keeps everyone connected.
3. Offer training to build skills
Change can only succeed when everyone on the team has the right skills to keep up—both technical and interpersonal. Investing in training and learning opportunities isn’t a nice-to-have, it’s a must. People need time, space, and support to grow into new ways of working—whether that means learning digital tools, adopting agile methods, or navigating modern leadership approaches
4. Lead by example
When leaders genuinely embrace change, they give their teams a sense of stability and direction –especially when things feel uncertain. That’s why it’s essential to equip leaders with the tools and training they need to navigate change confidently and support others through it.
Tip: Short, personal video messages where leaders talk openly about their own experiences with change—the ups, the downs, the lessons learned—can make change feel more human and help build psychological safety across the team.
5. Create psychological safety and a healthy attitude toward mistakes
Wherever people are encouraged to try new things, mistakes are bound to happen – and that should be okay. A culture that treats mistakes as part of learning creates the foundation for real growth. Psychological safety means people feel free to ask questions, voice concerns, and experiment without worrying about blame or negative consequences.
Idea: Try a “Failure Friday”—a weekly, optional session where teams openly share what didn’t work and what they learned, with humor, respect, and zero finger-pointing. It sends a clear message: trying, failing, and learning are all part of the process.
6. Organise external support
For many employees, it’s easier to talk about challenges, worries, and fears with someone outside the organization. External experts can offer a fresh perspective and a safe space to reflect. Platforms like nilo provide 1:1 sessions with psychologists as well as group sessions and practical tools to build resilience and navigate change with more confidence.
Can readiness for change be measured?
Absolutely. Despite what many believe, readiness for change can be measured – both at the organizational level and among individual teams or employees. There are proven methods that provide a clear picture of how prepared people are to navigate and embrace change.
At the organizational level, structured assessments and diagnostic tools are often used to evaluate how well a company is set up for change. These tools look at things like leadership behavior, company culture, communication practices, available resources, and past change experiences. The insights they provide help guide targeted actions – whether it’s improving communication, building new skills, or creating better opportunities for participation.
On the employee side, the focus shifts to how people personally feel about change – how much trust they have in leadership, how clearly they understand what’s happening, and how they see their own role in the process. Tools like change readiness assessments or anonymous pulse surveys can shed light on emotional dynamics and overall engagement. Interviews or focus groups can also add valuable context and help spot important signals early on.
The key takeaway: measuring change readiness isn’t about ticking a box – it’s about making informed decisions. If you know where your team stands, you can support them more effectively and actively build a stronger foundation for change.
Change readiness can be nurtured
Readiness for change doesn’t just happen—it’s something you build. It takes intentional leadership, open communication, and a workplace culture that puts people first. Yes, tools and structures can help. But above all, it’s about mindset: having the courage to lead, the empathy to listen, and the trust that people are capable of driving change forward.
