Use these tips to get people ready for what’s ahead.

I recently read Talent EQ’s 2025 STATE OF EQ REPORT: Balancing Efficiency, Engagement, and Adaptability in a Rapidly Evolving World. They shared insights from survey data across five themes:

I immediately jumped to Theme #5 “Navigating Change Amidst Limited Preparedness” to read their insights. Their advice on filling gaps in organizational preparedness was tactical, and maybe even predictable:

1. Communicate with transparency.
2. Involve impacted employees early in change.
3. Equip leaders to manage resistance and uncertainty.

I agree with these points, but what’s missing is the long game. The pace of change and transformational initiatives is only going to accelerate.

So, what can an organization do to build their “change muscle” and be prepared? Here are two ideas:

1. Make sure your change consultants leave you in a better place than when you started. (And that means the entire team, not just those impacted by your change initiative.) In other words, require the consultants to transfer change capability to your team as part of every change project. For example:

Tell your change management consulting partner which members of your team are in development roles for change management. Make it clear that you expect your partner to work closely with these individuals to build internal change capability.

Ask your consulting partner to package all the key change management deliverables into a playbook, so you have something to use for future initiatives.

Ask “why.” Make sure you seek to understand each change activity so education and insight is baked into the work.

2. Equip everyone in your organization to manage change, not just your leaders. Change is now business as usual, and it will take people at all levels to realize the value of your initiatives. Focus on developing new behaviors that will help everyone lead the organization through change.

Executives and sponsors should clear the way to victory for their teams. These behaviors include:

• Setting clear outcomes and measurements to define winning.
• Championing new ways of working.
• Getting the right team with the capabilities and capacity to execute and sustain the change.
• Ensuring the right decisions get made to deliver value.

People leaders should enable the change. These behaviors include:

• Helping the program team to get the right people with the right insights on the project.
• Cascading and leading change activities so they understand the needs of their people, gain their support, and address any concerns.
• Being the voice of their people, communicating to the initiative team people’s sentiments and readiness for the change.

Team members should develop their change mindsets. Behaviors to develop the right mindset include:

• Engaging in change activities to make their new ways of working more familiar.
• Escalating needs and concerns so they feel they’re part of a solution that works for them.

My change management delivery teams are in the trenches with their digital and technology program implementation teams. Their remit is to put people first in planning for change and transformation. I am grateful to Talent EQ for shining a spotlight and providing insights that start conversations that will drive value.

For more on organizational change readiness, see our posts on the three principles of successful behavior change and turning new behaviors into habits.

Want to explore the topic in more detail? We’d love to chat: Book a meeting

Effective leaders use these steps to get results.

We all know trust is the bedrock of high-performing teams, especially when they’re navigating change or uncertainty. The most prominent leadership frameworks — including transformational leadership, servant leadership, and authentic leadership — all emphasize the primacy of building trust.

Saying “we need more trust” is easy. Actually building it is hard. Too often, we know the what and the why, but we don’t quite know the how – the procedural knowledge.

Building trust requires specific skills and consistent actions.

It’s not just a fuzzy feeling; it’s a core competency of strong leadership.

So, how do we get better at doing trust?

Neuroeconomist Paul Zak offers a fantastic, practical framework. He says building trust is rooted in our brain chemistry. He studied the neurochemical oxytocin – often called the “trust molecule” because it’s linked to feelings of empathy and connection. Zak identified eight key leadership behaviors, forming the mnemonic OXYTOCIN, that actually stimulate oxytocin release and build trust:

• Ovation: Recognize excellence. Celebrate successes, big and small. Make people feel seen and appreciated.
• eXpectation: Set challenging but achievable goals. This shows you believe in your team’s capabilities.
• Yield: Give people autonomy. Let them manage how they achieve their tasks. Trust them to find the best way.
• Transfer: Enable job crafting. Allow team members to shape their roles to fit their skills and passions.
• Openness: Share information broadly and transparently. Knowledge is power; sharing it builds confidence and reduces uncertainty.
• Caring: Intentionally build relationships. Show genuine concern for team members as individuals.
• Invest: Support whole-person growth. Help your team develop personally and professionally, not just in their current job role.
• Natural: Be vulnerable and authentic. Show your own humanity; it makes it safe for others to do the same.

Here’s the crucial part: Zak found these aren’t steps to follow one by one. The real power comes from practicing these behaviors concurrently and consistently. Think of them as dials you’re constantly adjusting, not checkboxes to tick off.

Mastering these OXYTOCIN behaviors isn’t just about being a “nice” leader; it’s about effective leadership through psychological safety, collaboration, and empowerment.

The takeaway? Building trust requires more than good intentions; it requires deliberate practice and skill – the procedural knowledge of how. Start weaving these OXYTOCIN behaviors into your daily interactions. Which one will you focus on this week?

Cool icebreaker ideas and the science behind them.

I’m running a meeting that starts in ten minutes and totally forgot that I should start with an icebreaker. Hello ChatGPT, give me an icebreaker and hurry!

Been there? Do you find yourself wondering if these icebreakers are worth the effort? Are they a waste of time or a wasted opportunity? Done thoughtfully and strategically, they can be valuable.

Icebreakers prime your session for success. Think of them like the stretches you do before running.

Icebreakers establish the right mindset, context, and emotion for a productive meeting.

But not all icebreakers have the same effect. The key is to pick an icebreaker that will serve the purpose of your meeting.

First, let’s spend a minute on the neuroscience of icebreakers. (Emerson focuses on change management and behavior change, so we tend to geek out on the neuroscience of, well, pretty much everything.)

This is your brain on an icebreaker.

Icebreaker engagement has a profound effect on the brain, influencing cognitive, emotional, and social processes. Here’s how:

1. They activate the prefrontal cortex.
   • The prefrontal cortex, responsible for higher-order thinking, lights up when people engage in problem-solving or social interaction.
   • Icebreakers that involve storytelling, problem-solving, or creative thinking prime the brain for deeper engagement during the rest of the meeting.
2. They trigger the release of dopamine.
   • Fun, interactive icebreakers stimulate dopamine production, the neurotransmitter linked to motivation, pleasure, and learning.
   • This makes people feel more interested, rewarded, and engaged, leading to higher participation and retention of information.
3. They reduce stress and anxiety.
   • Many people feel nervous or disengaged at the start of a meeting, which can lead to higher cortisol levels (the stress hormone).
   • A well-designed icebreaker creates a sense of safety and belonging, lowering stress and making people more open to communication.
4. They enhance social bonding.
   • When people laugh, share personal experiences, or collaborate in icebreaker activities, the brain releases oxytocin, the “bonding hormone.”
   • This helps build trust and connection among participants, making teamwork and discussions more productive.
5. They boost memory and learning.
   • Engaging, meaningful interactions strengthen neural connections, making it easier for people to retain and recall information.
   • The brain remembers emotionally engaging moments better than passive listening, so icebreakers help cement ideas from the start.

6. They shift focus to the present moment.
   • Many people come into meetings distracted. An icebreaker redirects attention to the present.
   • This improves focus and mental readiness.

7. They encourage creativity.
   • Creative or playful icebreakers stimulate the right hemisphere, which is associated with innovation, imagination, and out-of-the-box thinking.
   • This is particularly helpful in brainstorming sessions or meetings that require problem-solving.

By activating these brain processes, an icebreaker doesn’t just serve as a warm-up—it primes the brain for deeper engagement, learning, and collaboration throughout the meeting.

Choose your icepick.

Okay, so there is ample evidence that icebreakers are worthwhile. The next step is to choose your icebreaker. What frame of mind should your attendees be in for the topics you’ll be covering? Collaboration, creativity, vulnerability, or something else?

Here are a few common themes and icebreakers that work with them:

• Collaboration and Teamwork
  • Why break the ice? It encourages openness, trust, and cooperative thinking.
  • Icebreaker: “Blind Drawing” – One person describes an object, and another must draw it without seeing it. This highlights the importance of clear communication and teamwork.
• Creativity and Innovation
  • Why break the ice? It gets people thinking outside the box and promotes idea generation.
  • Icebreaker: “Worst Idea First” – Have everyone come up with the worst possible solution to a problem. Then, discuss how elements of it could be turned into useful ideas.
• Trust and Vulnerability
  • Why break the ice? It strengthens relationships and fosters psychological safety, which is key for deeper conversations.
  • Icebreaker: “If You Really Knew Me…” – Each person shares something personal about themselves that others might not know.
• Focus and Mindfulness
  • Why break the ice? It helps people transition from previous tasks and be present in the meeting.
  • Icebreaker: “One-Word Check-In” – Everyone shares one word describing their current mindset and explains briefly if they want. This builds awareness and helps the team support each other.
• Energy and Motivation
  • Why break the ice? It sets a high-energy tone for an exciting or challenging discussion.
  • Icebreaker: “30-Second Brag” – Each person shares something they’re proud of from the past week. This boosts morale and engagement.

Follow these steps.

Here’s a simple process for using icebreakers:

1. Identify the theme and mindset needed for your meeting,
2. Ask your favorite AI LLM (Large Language Model) for icebreaker ideas that will establish the mindset you want.
3. Determine how much time you have for the icebreaker. Do some quick math to decide which icebreaker activity is feasible given your time constraint. If necessary, be clear about the time each person should spend giving their answer.

That’s it! Making icebreaker activities a strategic part of your session is easy. Done right, it will enhance the experience for your attendees and improve your meeting quality and outcomes.

Want to explore this topic in more detail, or learn more about Emerson, with Rich? Hop on his calendar: Book a meeting with Rich

Government agency prime contractors need their consulting partners to bring these essentials.

In today’s rapidly evolving government landscape, agencies are more engaged in transformation initiatives than ever before. They include technology modernization and responsible integration of artificial intelligence. Agencies are also weathering big changes to the federal government workforce such as agency-level restructuring, reorganization, and return-to-work mandates.

Big changes need change management to succeed.

A great organizational change management (OCM) partner can be invaluable to prime contractors supporting these new agency priorities.

Here are seven key features primes should look for in a change management teaming partner:

1. Comprehensive Expertise

A change management partner should have experience across project types. They should be able to manage:

• Global Implementations
• Supply Chain Transformations
• IT System Rollouts
• Integration of Innovative Technologies
• Organizational Restructuring
• Process Redesigns

The consulting partner should also have significant experience in various industries, private and government organizations. In particular, private sector change management experience can offer a lot of value.

Significant industry experience means the consultant can bring fresh perspectives and proven methodology honed in competitive, demanding environments, where change is constant and success is measured by tangible outcomes.

Moreover, private sector experience offers valuable insights into managing cultural shifts and overcoming resistance to change. This enables federal clients to navigate their unique challenges more effectively, balancing the need for consensus-driven decision-making with the imperative for rapid, impactful change.

This breadth of experience helps the entire project team deliver more successful transformation, improve service delivery, and better align with evolving public sector demands.

2. Proven Methodology

Look for a partner with a structured, yet flexible approach to change management. They should offer:

• Stakeholder Identification and Analysis
• Change Impact Assessments
• Change Models Tailored to Your Organization
• Comprehensive Change Management Scorecards

Many OCM firms have developed their own change models based on their experience of what works. That said, there are many change models organizations can adopt, such as ADKAR and Kotter’s eight-step change model. A good OCM partner should be able to apply a variety of change models, including proprietary. Regardless of the approach, the model should consider the entire performance system at the individual, organizational, and cultural levels.

3. Ability to Manage Complex Change

At Emerson, we often adopt the mindset of an air traffic controller, where we help our prime teaming partner see the “flight map” of the organization. We identify the concurrent initiatives impacting the same stakeholders so we can anticipate conflicts, clarify messaging, and ensure smooth implementation of activities. This is particularly valuable in large-scale government projects with multiple stakeholders and initiatives.

The idea is to keep a structured but nimble approach, helping our partners meet project milestones, manage risks effectively, and deliver successful outcomes.

4. Experience with Comprehensive Communications

Effective communication is crucial in change management. Your partner should excel in:

• Ensuring leadership alignment
• Developing targeted communication plans
• Creating engaging content for various channels
• Training change champions and leaders
• Facilitating workshops and seminars

It’s essential that all communications across the initiative are grounded in one set of messages, and that all actors are aligned on that foundation. That’s why it’s important that your consulting partner has deep experience planning and implementing communications from the leadership level to the staff level, customizing content so that it resonates with each group.

5. Employee Engagement Focus

A great partner recognizes that successful change hinges on employee buy-in. They should provide:

• Employee readiness planning
• Strategies for building and sustaining momentum
• Interactive training programs
• Tools for measuring and improving adoption

Successful employee adoption requires a multifaceted approach. A good strategy prioritizes organizational values, transparency, and engagement (physical or virtual). Good plans include activities that build trust, confidence, and ownership in the agency’s success.

It’s essential that a consulting partner targets true engagement — not just delivering communication and training but creating a two-way flow of information and collaboration between the program and stakeholders.

6. Training and Development Expertise

To support new processes or systems, your partner should be adept at designing, developing, and delivering:

• Custom learning programs that target the initiative’s outcomes
• Training in multiple and blended modalities
• Training that fits agency platforms and policies (in-person or virtual)
• Sustainable learning solutions

Training and workforce development drive performance. Without the right skills and knowledge, employees can’t fulfill the initiative’s objectives or the agency’s mission. Targeted learning programs help the workforce embrace the rationale behind the change, adopt new processes, and develop the competencies they need to work in the new way.

7. Experience Building Change Capability

In an ever-evolving government landscape, smart agencies are building capability in change itself. Home-grown change management practitioners can serve their own agencies, dispelling common myths about change, reducing employee resistance, and creating momentum for workforce adoption.

Building capability typically means a combination of training and practical application. The right consulting partner can teach selected staff to apply change management concepts and methodologies to real scenarios.

Agencies with internal change management capabilities are ready to respond to future transformations and foster a culture of continuous improvement and agility in a time of constant change.

A change management partner with the right qualities boosts a prime contractor’s ability to execute complex government projects successfully, support positive client relationships, and position themselves for future opportunities.

Want to explore the topic in more detail with John? Hop on his calendar: Book a meeting with John

Culture and local practices are big factors for global initiatives.

When international companies undergo a large transformation or technological change, they need change management. But multiple cultures mean more complexity. Culture is a big factor when creating a change strategy for multiple countries.

Why do international organizations have trouble with change management?

It’s common for large organizations to create a single strategy for everyone to follow. Consistency and simplicity are good, right? If everyone aligns with organizational processes, norms, and language, you get predictable results. That’s the hope, but global companies find just the opposite.

Even within the same company, there are distinct and intractable local differences. Each country has its own working culture, communication style, and way of approaching or interpreting terms, topics, and events. What might go well at home might not be well-received – or even possible — elsewhere.

What should international organizations do differently?

Do local impact analysis.

Often, regions aren’t all starting in the same place when they set out on the change journey. Maybe they have different processes, terms, technologies, or practices. So when you say, “Today you do this; after the change you will do that.” If the “this” is wrong, you’ve already failed.

For example, one of my clients had a branch in Latam. This branch had its own internal processes and procedures on how to handle information so they could produce their reports manually. Employees in the US weren’t doing these steps; the change for them included where to get their numbers and how to calculate their results. When the Latam team started getting communications that included formulas and step-by-step instructions, they felt they were being talked down to. The project team assumed the change was the same everywhere. No one had bothered to document the actual impacts for the Latam branch.

Use the right communication channels and styles.

Here are some examples.

• Some regions work well with a “softer” voice while others are fine with a straightforward approach.
• Some countries are fine with impersonal mail, and some need an email that comes from a known source.
• Also, there are places where there is no substitute for an in-person meeting or a direct message from a supervisor about the change; otherwise, people will disregard the message.
• Some organizations chronically neglect certain regions. Stakeholders in these countries might not think the change applies to them until they have someone address them specifically.

How do you follow these two steps?

You need people who think and act locally. Incorporate people from each region or country into the project team; they will give their perspective on what works and doesn’t work for local stakeholders.

Turbulent times require more support for your federal agency workforce.

In today’s political climate, it might feel like positive change within the federal government is an up-hill battle. Whether it’s planned or not, welcome or not, any big change means that people and teams have to work differently. And they need help to do it.

Change management is a way to optimize any change. It’s a way to get your organization from the current state to a future state, smoothly and successfully.

Here are some of the challenges agency workforces are facing and why they might need help with change:

• Rapid Policy Changes. The Trump administration has implemented many executive orders and policy shifts that affect both government agencies and private industry. Regulatory freezes, hiring freezes, and shifts in priorities mean different ways of working for leaders and staff. Organizations have to quickly adapt to these changes as they continue to work toward their missions.
• Organizational Restructuring. With the administration’s focus on reducing the federal workforce and eliminating certain positions (like Chief Diversity Officers), many organizations will implement significant restructuring. Leaders and employees will have new workloads and different procedures to follow.
• Process Redesigns. The emphasis on deregulation and “unleashing prosperity” means many agencies might need to redesign their processes to align with new regulatory landscapes. To do it right, agencies need insights, methods, and lessons learned from across sectors.
• IT System Rollouts. As organizations adapt to new policies and regulations, they may need to implement new IT systems or modify existing ones. Technical modernization is a priority for this administration. Supporting the people side of digital transformation is key to adoption and performance.
• Supply Chain Transformations. The administration’s focus on infrastructure investment and potential changes to international trade policies might require supply chain transformations. These kinds of transformations have ripple effects that touch many teams and employees’ day-to-day work. They need help transitioning to the new way of working.
• Navigating Uncertainty. Frequent policy changes and potential legal challenges to some administration actions create an environment of uncertainty. Uncertainty is disruptive to any workforce. Clear messaging and alignment from leaders can help stabilize teams and maintain performance.
• Balancing Compliance and Innovation. Organizations must balance compliance with new directives while pursuing innovation and growth. It’s essential to prioritize employee behaviors and activities so everyone is aligned and meeting those goals.
• Managing Cultural Shifts. Some of the administration’s policies, particularly those related to DEI, might go against the culture of an organization. Leaders must clarify values and norms to affirm culture, and engage employees in the conversation, while remaining in compliance.
• Leveraging Cross-Industry Insights. Some policy changes might blur the lines between public and private sectors. It’s a great time to adopt valuable cross-sector insights and best practices.

Each of these challenges highlights the need for change management in some form.

It’s important to consider the impacts on the entire “performance system” at the organizational, cultural, and individual levels.

Even in a historically dynamic federal government, we can achieve positive change.

It’s everything that prepares employees to adapt and thrive.

Picture this: you’re about to build your dream house. How do you make sure it turns out just right? Presumably you start with the structure, not plumbing or paint colors.

Faced with a big organizational change, many project teams jump to communication as the cure-all.

They think that if they just tell employees the what, when, why, and how, that will be enough to smooth the transition and make the project a success.

Just as building a house has many parts, change management includes all the elements you need to help people adopt and sustain a change. Communication is one of those elements, but it’s not the only one. Effective communication alone won’t ensure the success of your initiative, just as a coat of paint alone won’t create your dream home—you need the walls in place first!

Let’s walk through the steps of constructing your project’s success.

The Change Management Plan is your blueprint

The blueprint is the start of your perfect house. This is your detailed roadmap, ensuring that each part of your house is designed to fit together perfectly. A solid change management plan aligns your efforts, identifies risks, and keeps everything on track. No one wants a last-minute disaster during construction, and the same goes for change management.

If you’ve ever tried building something without a plan, you know the result can be chaos. Change management is no different. So, before you start building, make sure you have a solid blueprint.

Leadership commitment and alignment form your foundation

Every house needs a solid foundation to stand on. Enter strong and committed leadership. Leaders should be the bedrock that supports everything else—guiding teams, lifting morale, and ensuring everyone is aligned with the organization’s vision and strategy. Without this strong foundation, your change initiative might collapse.

Example:

The leadership team of a large retail company played a crucial role in the successful implementation of a new enterprise resource planning (ERP) system. The CEO and senior executives were actively involved in the change process, regularly communicating the vision and benefits of the new system to employees. Their commitment and alignment ensured that the project stayed on track and that employees were motivated to embrace the change.

Impact Assessment is your plumbing and electrical

Before you help people through a change, you need to understand them. You must discover each stakeholder group’s predisposition and experience of the change. Who are they? What is their attitude toward change? What will impact them? How do they feel about those impacts? What are their fears and hopes? What do they need to get through to the other side? This phase is like laying down the plumbing and wiring—it’s hidden, but critical for the house to function smoothly. This is the way to make sure everything flows just right.

Example:

In a healthcare organization, a change management team conducted extensive interviews and surveys with impacted employees to understand their concerns about a new electronic health record (EHR) system. By addressing these concerns and involving employees in the design and implementation process, the organization was able to reduce resistance and ensure a smoother transition to the new system.

Training is your interior design

This is where the magic happens. Training is like designing the interior of your home. Equip your people with the tools they need to thrive in the new world you’re building. Don’t just use standard built-ins, appliances, and furniture and hope for the best; make sure everything is thoughtfully designed and aligned with their needs, so they can really use the house to its potential. A great training program is like a custom interior—well thought-out, practical, and essential for making the space a home.

Example:

A small nonprofit implemented a comprehensive training program to support the rollout of a new customer relationship management (CRM) system. The training included hands-on workshops, online tutorials, and one-on-one coaching sessions—all customized to address the specific needs of each stakeholder group. This ensured employees felt confident using the new system, leading to increased productivity, happier employees, and improved customer service.

Communication is your paint

Now, here’s the fun part: communication. Yes, it’s crucial, but it’s only effective once the rest of your house is in place. Communication is the paint that ties everything together, giving your project personality and vibrance. Be clear, consistent, and—here’s the twist—personalize it. Each stakeholder is like a different room, so make sure your methods and messages reflect their unique needs.

And remember, one communication is not enough to tell the full story. Just like each room will only look complete without multiple coats of paint, multiple communications will be your stakeholders’ visual and emotional reminder that things are happening. Keep them informed with updates, timelines, milestones, and the wins along the way. After all, a well-painted house makes each room feel right.

Example:

A nonprofit was adopting a new payroll system. The impact assessment revealed that the motivation to adopt the change varied by stakeholder group. Managers liked the new payroll system’s ability to track their team’s availability, making scheduling a breeze. Executives were excited to track how each team member was spending their workday, making it easier to recognize overlaps and redistribute work, thereby saving money. Employees were motivated by the new system’s ability to track their time more easily, saving them time and frustration.

Communication was tailored to each stakeholder group, highlighting their biggest motivation to adopt the change. This approach built excitement amongst the staff because they were regularly reminded of what was in it for them, specifically. The result? The staff was ready and eager to dive in when the new system was launched.

Feedback and adaptation are your landscaping

No house is complete without a bit of landscaping, right? Feedback is your landscaping—bright, surprising, and essential for keeping things fresh. Regular check-ins and remediations will ensure that your change initiative stays on track and continues to meet the needs of your stakeholders.

Example:

During the implementation of a new project management tool at a tech company, the change management team established regular feedback loops with employees. They conducted weekly surveys and held focus group sessions to gather input and make necessary adjustments. This iterative approach helped address and prioritize issues promptly and ensured that the tool met the needs of all users.

Sustainability plans are the maintenance

What happens after your house is built? Well, just like any great home, change initiatives require upkeep. What’s the plan for new team members who join down the road? What about the inevitable system or process updates?

Plan routine maintenance. Make sure there are people standing by to make and implement changes to the training and communications you’ve built. Make sure your training and resources are adaptable, and your success metrics are focused on the long-term health of the organization. Keep checking in, adjusting as needed, and stay engaged long after the dust settles.

The goal isn’t just to build a house—it’s to create a home that thrives for years to come.

Change management is much more than communication. It’s the thoughtful blend of planning, leadership, assessment, communication, feedback, training, and sustainability. Just like building a house, it requires patience, coordination, and a clear sense of purpose. If you focus on all these elements, you’ll end up with a change management strategy that achieves lasting results.

Lessons from The Lord of the Rings.

Leadership often finds us when we least expect it. It isn’t always about seeking power or standing in the spotlight. Sometimes, the most effective leaders are the ones who step forward reluctantly but rise to the challenge with courage and determination.

One of the most iconic examples of such leadership comes from J.R.R. Tolkien’s The Lord of the Rings, and his character, Frodo Baggins.

In my role as a Change Management Manager, I’ve seen individuals who remind me of Frodo. They step into leadership not because they crave it, but because they are trusted to carry the weight of change.

Frodo’s Leadership Lessons

1. Value courage over confidence.
   Frodo’s leadership begins with uncertainty. Frodo isn’t the strongest member of the Fellowship; his strength is his willingness to take the first step, even though the path is unclear. Leadership requires the bravery to move forward, even when the outcome is uncertain.
2. Surround yourself with allies.
   Frodo’s strength comes from the Fellowship, especially Sam, who supports him when the burden becomes too heavy. The quest would have failed if not for everyone playing their roles, according to their strengths. Great leaders build strong, diverse teams. 
3. Humility is a strength.
   Frodo’s humility keeps him focused on the mission, not personal glory. In fact, other characters disqualify themselves from leadership based on their desire for power. Effective leadership is about service and authenticity. 
4. Leaders serve the greater good.
   Frodo’s journey is isolating and grueling, but his commitment to the greater purpose keeps him going. Leadership often involves sacrifice and perseverance.

Connecting Fiction to Reality

Frodo’s journey mirrors real-world leadership, especially in change management. Driving through uncertainty, rallying teams, staying humble, and focusing on the goal despite hardship are critical to driving progress. Reluctant leaders often excel because they lead with authenticity, care, and purpose.

What is your One Ring, and how will you carry it? By embracing leadership with courage and humility, you’ll inspire others to follow.

It’s not a day, it’s a process.

Can you and your company afford to recruit and hire for the same position(s) over and over again?

Most of you will answer, “No.” Why? Because turnover is disruptive and expensive. I won’t try to do the math for you, but I am sure your company keeps metrics on the cost of turnover.

We would all like to perform our due diligence and bring in the best possible candidate. We want to feel like we made the right decision. Not only that, but we also want to make them feel like they made the right decision.

So, what can you do to reduce turnover in your organization?

There may be a number of things…but one thing is to properly onboard your new hires.

Here are a few things to keep in mind as you onboard your new employees.

Day One

• Welcome your new employee to the organization. Meet them at the door and help them get their security credentials. Walk them to their work area. Be sure to introduce them to people along the way. Give them the lay of the land. Where are the toilets? Where is the break room? Where are the conference rooms? Vending machines? What are the other areas of work on your floor? Where do their teammates sit? What’s on the other floors? Are there other buildings? If so, what does the new hire need to know about them and the teams who work there?
• After the tour, give them a chance to settle in their workspace. Provide them with reading material to get them up to speed. Point them to their training and let them know when it should be completed.
• Have a plan for introducing them to their team and other colleagues throughout the day. Be sure to set up time toward the end of the day to check in and see how things are going. Answer any questions that were not answered during the day. Also, share the plan for the remainder of the week.

Week One

• Onboarding will not end on Day One. Outline the first week for your new team member. Spend time sharing your expectations with them. Make sure the new team member is aware of any regular meetings they should attend. Explain what the meetings are…why they should attend…who else will be in attendance…and where the meetings are conducted. Also, be sure to organize a team lunch during the first week. This will help the new team member get to know some of their colleagues a little better.
• Also, during week one, be sure to provide the new team member with any job aids with tips and tricks to help them with their work. Include a list of resources they can use to get questions answered. Finally, meet at the end of the week to answer questions and discuss any concerns. Begin reviewing deliverables, as necessary, and provide solid feedback.

Month One

• Toward the end of the first month, schedule time to check in. “How is everything going? How are you settling in? Is this what you expected? Is there anything you did not expect? Is there anything we can do to help you? How has it been collaborating with your new team? Have you completed all the necessary training?”
• Conduct their first performance review. Also, begin to get to know your new team member on a more personal level. What are their interests? Do they have family? How long have they been in the area? If possible, begin introducing them to colleagues who have similarities.

Year One and Beyond

• Continue to meet with the new team member to answer questions, listen to their concerns and provide coaching. This can be done in regularly scheduled one-on-one meetings. Perhaps your company has annual employee appraisals. Spend time preparing the new team member for that process. This should be a buildup of all the monthly performance reviews you have been conducting.
• Be available at the end of each year to act as a career counselor for your new resource. Spend time helping them navigate the next steps towards new roles and opportunities or promotions.

In today’s world, many people work remotely. So, if you have New Hires Working Remotely, keep in mind that most of these same things apply to remote resources. While you cannot take them to lunch, many of the other activities described here are still applicable.

Following this process might require a shift in mindset.

Onboarding is often viewed as a “one and done” task. It is typically not considered an on-going activity that may spread over a year or more.

One last thing: I highly recommend that everyone turns on their camera during meetings. Also, whenever possible, have a face-to-face meeting in the office. Even if it is just once per quarter or even once every six months, having team members in the same room is priceless. Face-to-face contact will help your new team members – and the old ones, for that matter – feel more connected and collaborative.

For more thoughts on onboarding, check out Don’t Blow Your Onboarding – Emerson Human Capital

Focusing on execution excellence can make all the difference for your organization.

Take a look at this matrix. Where would you place your organization?

Clearly, this grid says successful organizations need both brilliant ideas and excellent execution. But what if you land in another quadrant?

For today, let’s focus on the EXECUTION axis. Some organizations are fantastic at defining why they exist and what they want to achieve. Mission statements are clear, goals are ambitious, and the vision is inspiring. They’re high on IDEAS. Yet, when it comes to executing these grand plans, they falter. They’re low on EXECUTION, so they land in the “frustrated” quadrant.

The missing piece? A focus on how to get things done.

Keys To Mastering the ‘How’

• Turn strategy into action. Every organization sets out with clear objectives, whether it’s increasing market share, driving innovation, or improving customer satisfaction. But these objectives can only become reality if there’s a solid plan in place. Focusing on the how means you’re not just setting lofty goals, but you’re also laying out the step-by-step process to achieve them. It’s not enough to know where you want to go—you need a map to get there.
• Improve consistency. Many companies achieve success on a small scale but struggle when trying to expand. Why? Because they haven’t standardized processes. When you focus on how things are done, you have a standard approach that works across the board—in different departments, locations, or even countries. This consistency helps you scale without sacrificing quality.
• Become more agile and adaptable. The only constant in life is change. Companies that focus on how they operate are better positioned to adapt quickly to new challenges. When you know the steps that lead to success, it’s easier to tweak them as the landscape shifts. A strong focus on the how makes your business more agile, allowing you to respond to market changes and stay ahead of the competition.
• Establish a culture of accountability. A clear focus on the how fosters accountability. When every team member understands the processes behind the outcomes, there’s a shared responsibility for both successes and setbacks. The ‘how’ creates a sense of ownership, as everyone knows their role in executing the plan and contributing to the company’s success.

• Build trust with clients and stakeholders. Clients and stakeholders don’t just want to hear about the big promises your company is making—they want to know how you’re going to deliver. When you can clearly explain your processes and show them that you’ve got a reliable system in place, it builds confidence. Focusing on the how shows that you’re not just talking the talk—you’re walking the walk.

When companies focus on the how, they unlock benefits that drive long-term success:

• Increased Efficiency: Well-defined processes reduce redundancy, creates efficiencies, and eliminate bottlenecks. This not only saves time and resources but also ensures projects stay on track and on budget.
• Consistent Quality: A well-defined how ensures that every project, product, or service is delivered with the same level of excellence. This builds trust with your customers and strengthens your brand.
• Improved Employee Engagement: When people understand how their work contributes to the bigger picture, they’re more motivated and engaged. They feel connected to the company’s goals and take pride in their role in achieving them.
• Data-Driven Decision Making: When you focus on how things are done, you’re more likely to collect data on your processes. This data gives you valuable insights into what’s working and what’s not, allowing you to make smarter decisions moving forward.

How To Master the ‘How’

To successfully shift your company’s focus to the how, consider these practical steps:

1. Examine your current operation. What are your key processes? How are they documented and communicated? Are there gaps in execution? Analyze your team structure and capacity. Build an accountability (RACI) chart to drive ownership and progress. Understanding where you are now is the first step to making improvements.
2. Prioritize. If you’re light on execution, it’s best to focus energy on the most impactful processes. Determine the business value of key processes and rank them; consider a grid showing ease of execution vs. impact, to identify both the highest value processes and the “low-hanging fruit.”
3. Use technology. Technology tools can automate repetitive tasks, track progress, and manage workflows. Find the right tech to support your processes and make work more efficient.
4. Create clear roadmaps. Create a roadmap for each high-priority process, showing how it will be done going forward. Make sure each step is clear and assign roles (on your accountability chart). Then share, so everyone knows their responsibilities.
5. Invest in your people. If you’re launching a new focus on process and accountability, that’s a change for employees. They need communications and engagement activities so they understand roadmaps and adopt the new direction. And, of course, they need the skills and knowledge to execute the how Regular engagement learning are essential to execution excellence.
6. Build in feedback loops. Regularly collect feedback from employees, clients, and stakeholders to learn how processes are working. This feedback is crucial for continuous improvement.

It’s easy to get caught up in the big picture—the what and the why of your business.

But without a clear focus on how you’re going to achieve those goals, even the best plans can fall short.

When you master the how, you’re setting your business up for long-term success.