Four Ways AI Can Help Change Management Practitioners.

When you are leading a major transformation — an ERP implementation, an operating model redesign, a merger — one thing becomes clear, fast: even the best project plan does not guarantee people will adopt the change.

That is where change management comes in. And today, change professionals have a new tool in our toolkit: AI.

Used well, AI can accelerate outcomes, improve precision, and reduce risk. Here’s what it can help us do:

1. Surface what matters, faster.

Large-scale change generates a huge volume of data, like stakeholder feedback, pulse surveys, support tickets, and internal chat. AI can analyze that data in real time, identify sentiment trends, and flag emerging resistance. Instead of waiting for issues to escalate, we can respond early — with targeted interventions that matter.

2. Personalize the experience at scale.

Diverse groups need different messages, different training, and different levels of support. AI allows us to segment audiences intelligently and tailor communications and learning experiences without increasing headcount. The result? Higher engagement, faster uptake, and less noise.

3. Forecast risk with data, not just instinct.

We have all relied on experience to anticipate resistance. Now, we can combine that instinct with AI-driven models that flag risk area, based on real behavioral patterns and prior project data. This lets us get proactive, not just reactive.

4. Free up humans to do what humans do best.

AI can manage repetitive work: drafting initial communications, organizing feedback, or summarizing survey results. That frees up change leaders to do the higher-order work: building relationships, managing stakeholders, and navigating the culture. In short, it lets your team stay focused on the “human” side of change.

Here’s how I’m putting it into practice.

I have started to apply AI in small, practical ways to support my clients:

• I launched a brief survey to gauge stakeholder sentiment, then used AI to quickly analyze and categorize the responses.
• I created a job-aid on how to customize a navigation bar in a new system. I used AI for the first draft and formatting.

I have even used AI to do more sophisticated tasks. For example, AI helped me conduct a Segregation of Duties exercise during a major SAP implementation, identifying conflicting roles within jobs. This supported the client’s regulatory compliance. It also helped them to reduce the risk of fraud, error, and misuse of sensitive systems.

AI is not replacing change management. It is enhancing it, helping us deliver smarter, faster, and with greater confidence. At Emerson, we do not chase shiny objects. We use tools that help people adopt change and make it stick. AI is now one of them.

Onboarding during mergers or acquisitions means behavior change and culture alignment.

Mergers and acquisitions (M&As) are high-stakes transitions that test not only a company’s financial and strategic chops, but its ability to lead people through change.

The success of the integration hinges less on balance sheets than on behavior—how quickly and effectively employees adapt, align, and re-engage under a new banner. This is where onboarding (usually a tactical HR event) becomes a powerful and transformative process.

Behavior change starts with meaning.

In M&A environments, employees often feel like change is being done to them rather than with them. The first step in onboarding post-merger is restoring a sense of meaning.

Skip the boilerplate mission statements and strategic advantages. Instead, draw a clear throughline from the business rationale to employee realities. Don’t just talk about what is changing, but why—and what it means for employees’ roles, impacts, and growth.

How to do it: Smart organizations embed the merger story into onboarding touchpoints—town halls, manager one-on-ones, digital welcome kits—so that employees don’t just hear the change narrative, they begin to see themselves in it. That emotional engagement is the first step to the behavior changes you need.

Make the invisible visible.

One of the most common pitfalls in post-M&A onboarding is assuming culture will take care of itself. In reality, cultural alignment is a heavy lift.

Employees are often caught in a tug-of-war between legacy norms and new expectations. They need help decoding which behaviors are being carried forward, which are being left behind, and what’s new.

How to do it: Make the norms explicit—what you want employees to stop, start, and continue. One way is to use behavior charters or culture handbooks—not as static PDFs, but as conversation tools and performance rubrics.

For example, if the new organization values cross-functional collaboration, boil that down into observable employee behaviors: meeting and communication practices, decision-making rules, etc. Then reinforce those behaviors in real time (meetings and emails) and during milestones (performance reviews and reward practices).

Use peers and informal networks.

Formal onboarding only goes so far. Peer dynamics—who people talk to, learn from, and emulate—are among the strongest drivers of culture adoption. Post-merger onboarding should intentionally activate these social systems.

How to do it: Assign culture ambassadors or integration buddies, especially for employees moving from an acquired organization. And make sure they aren’t just tour guides—they’re behavior models.

Equip managers to lead the shift.

Middle managers are the linchpins of M&A onboarding, yet they’re often overlooked or underprepared. They’re expected to drive performance while managing uncertainty and modeling new behaviors themselves. Treat manager enablement as part of the onboarding process. A well-prepared manager can turn confusion into clarity and resistance into readiness.

How to do it: Equip managers to be their team’s first, best lifeline. This might include targeted coaching, just-in-time toolkits, or structured sessions on topics like navigating ambiguity or giving feedback across cultural lines.

Storytelling is another powerful way to transmit cultural DNA and reinforce behaviors. Help managers tell success stories about employees who demonstrate the “new way” of working—especially when they span legacy boundaries. These narratives don’t just reinforce desired behaviors; they signal what’s possible and safe within the new organization.

Measure and iterate.

Finally, onboarding should not be a one-and-done event—it should be a strategic, evolving process.

How to do it: Establish metrics that go beyond completion rates. Look at engagement levels, behavior adoption, time to productivity, and pulse feedback on cultural alignment. Then use those insights to refine the experience continuously.

In M&As, onboarding is not just about teaching systems and policies—it’s about shaping mindset and behavior. By designing onboarding as a deliberate culture transfer and behavior change effort, organizations can accelerate integration, reduce attrition, and build a new shared identity that’s greater than the sum of its parts.

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

Vacation prep might just hold the secret to better change management.

I’m currently planning a trip to England and let me tell you: I am very excited. I’m dreaming of long pub lunches (what keto diet?), exploring all of the Liverpool Beatles landmarks, and a tour of Anfield stadium (home of my beloved Liverpool Football Club).

But something struck me the other day as I was researching places to stay and planning my itinerary.

I realized that the anticipation of this trip might be giving me more joy than the trip itself will. Not because the trip won’t be amazing. (It absolutely will; I will be hitting numerous bucket list items.) It’s because my brain is already cashing in on the excitement. This is not unique to me, it turns out, but rather a well-researched phenomenon.

The Science of Looking Forward

A 2010 study published in Applied Research in Quality of Life found that vacationers often experience the highest levels of happiness before their trip even begins. The act of planning, imagining, and looking forward to something positive can create a sustained boost in mood — sometimes more so than the event itself.

Why? Because our brains love a good story, especially when we get to be the hero.

Anticipation activates the reward centers in the brain, creating a feel-good feedback loop.

We imagine the best possible version of the future; in doing so, we start to feel like it’s already happening.

Now here’s where it gets interesting: what if we could apply that same insight to one of the most notoriously stressful things in the workplace: organizational change?

Change Management Could Use a Holiday

Let’s be honest: when employees hear about a big change coming — a new system, a reorg, a shift in strategy — their first reaction is rarely joy. More often, it’s fear, resistance, or confusion.

But what if we could turn that reaction on its head by borrowing some principles from the psychology of vacation anticipation?

Here are five takeaways from the research on pre-vacation happiness that can be directly applied to leading people through change:

1. Build positive anticipation.

Just as a countdown to a trip builds excitement, leaders should start building positive anticipation early. Describe the better future in vivid, emotional terms. Make the outcome feel worth looking forward to — not just logical or necessary.

2. Involve people in the planning.

Part of the joy of travel is choosing your own adventure. Give employees a sense of agency by inviting them to shape how the change rolls out. When people feel like co-creators instead of passive recipients, engagement skyrockets.

3. Offer previews and sneak peeks.

Travelers love photos, reviews, and sample itineraries. In the workplace, you can provide early demos, pilot programs, or walkthroughs to help people visualize what’s coming. Let them mentally “try before they fly.”

4. Map the journey.

Much like a travel itinerary, breaking the change down into clear, manageable steps helps people feel oriented and in control. Celebrate milestones along the way. Give people a roadmap that makes the change feel achievable.

5. Support the post-trip dip.

Just as travelers often feel a slump after returning home, employees may feel underwhelmed or disoriented once a big change is implemented. Don’t let the momentum die. Continue telling success stories, offering support, and reinforcing the new reality.

Your Next Change as a Journey

If you’re leading change, you’re not just managing logistics — you’re guiding an emotional journey. Think like a travel agent. Stir excitement. Tell a compelling story. Help your people pack their bags for success.

Because if planning a trip can make someone happier than the trip itself, imagine what that kind of anticipation could do for your next change initiative.

Now if you’ll excuse me, I have to go find out whether cream or jam goes first on a proper English scone. (Spoiler: it’s a heated debate.)

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

If change management stalls, balance fuel and friction.

We’ve all seen promising change initiatives falter. We craft compelling visions, highlight the benefits, and try to generate excitement – we fill up on the “fuel”. But often, progress stalls even with a full tank. Why?

Loran Nordgren, Professor of Management and Organizations at Northwestern’s Kellogg School of Management, has tackled this conundrum. Nordgren is a behavioral scientist whose research explores the psychological forces that propel and prevent the adoption of new ideas.

According to Nordgren, we often focus too much on “fuel” and overlook the powerful forces resisting change: the “friction.”

What is Fuel?

Fuel is anything that increases the motivation or desire for change:

• Painting inspiring visions of the future state.
• Highlighting the urgency or benefits (the “why”).
• Offering incentives, recognition, or appealing rewards.
• Showcasing strong leadership endorsement.

We naturally focus here – trying to propel people towards the new goal.

What is Friction?

Friction comes from the psychological and practical barriers that make change harder, even if people are motivated – the forces that inhibit the change. These include:

• Effort: The sheer work required to adopt the new way.
• Complexity: Confusing processes or unclear instructions.
• Ambiguity: Uncertainty about roles, expectations, or outcomes.
• Emotional Costs: Fear of failure, loss of status, or breaking old habits.

These frictions act like headwinds, slowing down or stopping change entirely.

In his book, The Human Factor, Nordgren provides the example of a company that was struggling to sell innovative and customizable furniture despite great engagement and excitement from their target demographic. They added fuel to their initiative by doubling down on their brand’s unique offerings and even lowering prices. Sales remained static.

Pivoting to friction, they discovered the main hurdle was customers not knowing what to do with the furniture they would be replacing. Once the company started offering free removal services upon delivery, sales took off. It wasn’t a fuel issue; it was about removing unseen friction.

Find the balance.

Reducing Friction is often far more effective than adding Fuel. It’s easier to clear the path than to constantly push people harder down a rocky road.

Instead of focusing only on motivating (adding fuel), actively seek out and eliminate the frictions holding them back. Here’s how:

• Identify the frictions. Ask: What makes this change difficult for people? Where is the confusion? What old processes are getting in the way? What anxieties exist?
• Simplify ruthlessly. Make the desired new behaviors as easy as possible. Streamline processes, provide clear templates, offer step-by-step guidance.
• Clarify and communicate. Reduce ambiguity. Ensure roles, responsibilities, and expectations are crystal-clear. Address concerns directly and honestly.
• Provide support. Acknowledge the emotional effort involved. Offer training, resources, and easy access to help.

Effective change management isn’t just about selling the destination; it’s about paving the road. By shifting focus to identifying and removing the barriers, you make change smoother, faster, and more sustainable.

Engage your non-tech-savvy workers during a supply chain transformation.

In today’s digital landscape, supply chain transformation isn’t just a tech upgrade—it’s a people-centric revolution. As companies modernize their operations and integrate state-of-the-art systems, they often face a challenge: how do we empower seasoned employees who might not be as comfortable with technology? Here are some essentials to reduce digital friction and enhance adoption.

Honor their expertise.

Non-tech-savvy workers are the backbone of your organization. They often understand the intricacies of operations better than anyone else.

Frame their engagement in your digital transformation as tapping into a well of their practical insights.

Because that’s what it is. You need the input and adoption of employees – especially those “on the ground.” So, rather than framing digital transformation as a stark departure from the ways they’ve made your company successful, position it as an evolution that builds on their expertise. This is a collaboration, so it must be based on mutual respect and shared goals.

Tell the right stories.

Sometimes, the best way to inspire involvement is by sharing success stories. Highlight case studies—both from within your organization and from others in your industry—where similar transformations have boosted efficiency and enriched the work experiences of team members.

Tell the story of a journey toward group success rather than an imposition of new rules and technology.

For example, when a manufacturing unit introduced an intuitive inventory management system, their veteran workers hesitated, but they eventually became the system’s biggest champions. How? Their real-world insights led to iterative improvements that made the tool more user-friendly for everyone. Telling real stories like that gives hope and validates the efforts of every worker involved.

Speak their language.

One of the most daunting aspects for employees who are not digital natives is the jargon. A lot of the complex language is just unnecessary. Transforming this narrative starts with simplicity:

Use relatable language. Avoid overly technical terms. Instead, explain connections between new systems and familiar tools or everyday processes.

Create visuals and demonstrations. Use diagrams, flowcharts, or even analogies from everyday life to illustrate how a digital tool will fit into their normal workday.

Break it down. Provide clear mini-guides or ‘cheat sheets’ that walk users through system functionality in bite-sized pieces. Work with the employees on the ground to develop make sure the cheat sheets use the right language.

Don’t forget the WIIFM. When you’re talking about the “why” of the new system, think from the employee’s point of view. Of course, the organizational strategy will be served, but how will the change make the work better – easier, more interesting, more impactful, or safer? Safety is a big part of the culture in industries like Manufacturing and Energy. Talk about how the new technology mitigates inherent risks like driving, working at heights, or working with heavy machinery.

By demystifying the technology, you turn it into a tool for empowerment instead of a barrier to engagement.

Train them effectively.

Non-tech-savvy workers don’t need a one-shot, super technical, intense session. They need a longer runway and an experience that makes sense to them. They need custom, personalized training and continuous learning opportunities.

Use trainers who know the work. Ask your functional subject matter expertise to identify employees who would make great trainers. People appreciate learning from their colleagues, not consultants. Spend adequate time training the trainers.

Build training around their job roles. Learning should happen in the context of their real job functions, so use realistic scenarios to set up demonstrations and practice activities. And teach only what they need. For instance, while managerial staff might need to understand analytics dashboards, shop-floor employees need to learn the functionality they need to keep the operation running.

Give learners a taste of success. Let users “play in the system” during training, using realistic scenarios and activities. Then, use a “sandbox” environment to allow them to practice after training and before go-live; they’ll get a better feel for the new ways of working.

Foster mentorship. Pair less digitally inclined workers with tech-savvy peers. This not only accelerates the learning curve but also builds camaraderie across generations and skill sets. And it gives the worker an on-demand source of support. Speaking of which…

Create on-demand resources. Workers can’t easily get to the performance levels you need inside a training session. They will continue learning on the job. So, give them easily accessible video tutorials, FAQs, job aids, and peer experts they can use and revisit at their own pace.

Support the real work after go-live. Make sure you have a support process in place. Where do folks go when they need help? Are they reaching out to the project team? Should they go to the helpdesk? What’s the process for submitting issues? Build the support system and answer all these types of questions.

By continuously supporting learning and offering multiple avenues of engagement, transformation becomes accessible—and even exciting.

Keep talking.

A successful transformation is built on two-way communication. Encourage your team to share their experiences, challenges, and their small wins with the new system. Here are some ideas.

Schedule regular check-ins. Schedule informal roundtable sessions or “digital clinics” where employees can voice concerns, practice new skills, and even suggest improvements. Set up lessons learned sessions or retrospectives to allow users to talk about things they’ve learned OR ways to do things better the next time. This is especially important when you’re doing multiple phases or rollouts.

Reinforce their progress. Celebrate milestones, whether it’s trying an online activity for the first time, completing training, mastering a new feature, or hitting a team performance metric. Every organization “celebrates” differently. Find out the best way to recognize your employees. For some organizations, it could be a certificate. Other organizations appreciate cold, hard cash! What works in your organization? The right recognition can transform apprehension into pride.

Use feedback loops. Solicit employee input to refine functionality, communications, training, and support resources. When workers see tangible changes stemming from their feedback, it reinforces their sense of ownership and trust.

Create an environment for your next success.

At its core, a supply chain transformation is about synergy. Create an environment where every employee, regardless of their technological proficiency, feels included in innovation.

Encourage cross-functional teams. Blend experienced non-techie workers with digital experts to work on projects together. That kind of diversity promotes broader perspectives and better problem-solving.

Invest in change leadership. Identify and empower internal ambassadors or “change champions”: who believe in the digital vision and can help bridge the gap. These leaders will naturally grow into mentors and drive motivation across the ranks. As you do, be mindful of culture and pick the right influencers. For example, first-line supervisors are the key to getting the masses on board in some organizations. Be realistic; sometimes the shop floor needs to hear a message from their direct supervisor, not someone from corporate HQ or even a respected peer.

Foster a culture of collaboration. Beyond formal training sessions, organize informal events or ‘lunch-and-learn’ sessions that naturally encourage sharing and learning.

A collaborative environment transforms the transformation project from a top-down mandate into a collective, inclusive mission.

Supply chain transformation is an opportunity to reimagine not only your processes but also the very fabric of your organization. By engaging non-tech-savvy workers and valuing their experiences, you can make your digital evolution inclusive, effective, and sustainable. Remember, transformation is not merely about installing new software; it’s about enabling the entire organization: people, process, and technology. Let’s bridge that digital divide and make sure everyone is part of the digital future.

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

Reflections On Earning My PMP.

I didn’t earn my Project Management Professional (PMP) certification because I aspired to be a project manager.

My background is in change management—the people side of transformation. I help individuals and organizations navigate uncertainty, build confidence in new ways of working, and ultimately adopt change that lasts.

But as I supported more large-scale initiatives, I noticed a pattern: the best change efforts had strong project management. I wanted to deepen that alignment—not just to speak the language of project managers, but to truly understand their priorities, tools, and pressure points. That’s what led me to pursue my PMP.

The project plan meets the people plan.

Studying for the PMP felt like stepping into a parallel universe—full of frameworks, formulas, and flowcharts.

But the more I learned, the more I saw connections. Work Breakdown Structures? They help change managers identify where resistance might emerge. The stakeholder register? A goldmine for mapping influence and engagement. Risk management plans? They’re just as valuable for adoption risk as they are for scope creep.

The structured approach of project management doesn’t replace the human-centered approach of change management—it enhances it.

Acronyms blur and dogs bring clarity.

There was a moment during my PMP prep where I hit a wall. The acronyms—WBS, RACI, EVM—were swirling, and I couldn’t see the forest for the formulas. That evening, I took my dog Stella for a walk and let my mind wander to a tech rollout I was helping lead. The project plan was solid—timelines were clear, deliverables scoped, dependencies mapped.

But adoption was stalling. Users were confused about what was changing, some hadn’t attended training, and support requests were already coming in. That’s what we mean when we talk about adoption: not just whether the tool is live, but whether people are actually using it as intended, with clarity and confidence.

That’s when it clicked. This PMP certification wasn’t just about passing a test—it was about bridging a gap. I saw how the tools in the PMP—like stakeholder analysis, communication planning, and risk response strategies—could help me be a stronger partner on the people side. I could spot where the rollout might cause disruption, ask better questions during planning (like “How will this impact workflows?” or “Who might resist this and why?”), and help teams proactively manage resistance instead of reacting to it.

That shift—from reacting to anticipating—is where real change starts to take root.

The heart of a PMP is still human.

Yes, the PMP is built around processes, deliverables, and control. But at its core, it’s about clarity, collaboration, and outcomes. These are also the foundations of great change management. Earning this certification didn’t change who I am—it expanded how I think.

Fellow change managers: this is your sign.

If you’ve ever wondered whether the PMP is worth your time as a change professional, I’ll say this: it won’t make you a different kind of practitioner, but it will make you a deeper one. It’s more than passing an exam. It’s about building bridges—between planning and adoption, strategy and empathy, people and process.

Because when those elements move together, that’s when change truly sticks.

Communicating to non-corporate workers about your change initiative means taking their point of view.

You know the feeling. Another email, another meeting, another agenda with follow-ups and action items. For corporate workers, this is all part of everyday life. We live and breathe Outlook.

But for non-corporate workers, daily life feels very different. The work doesn’t start and stop based on an Outlook calendar. The most important element of their job might be a piece of machinery, a truck, a product, or a live interaction with a customer.

These employees’ contributions don’t happen at a desk.

They’re not logging into company meetings or accessing SharePoint sites, but they are delivering on the mission of the company.

When you have a change impacting non-corporate employees, how do you reach them? Typical channels like email, meetings, or town halls aren’t going to cut it.

Think of a nurse working on the hospital floor. They’ve just finished an exhausting 12-hour shift, mostly on their feet. The last thing they want to do before they head home is read a long email with a list of bullet points about a new HR process. Consider the truck driver, about to start a shift of deliveries, being asked if they’ve watched the new video on the department SharePoint site. Even the sales professional, who might well be sitting at a computer, will see any time spent on internal company activities as time that could have been spent with customers.

Conventional methods may not work, but that doesn’t mean these groups are unreachable – it just means we need to meet them where they are. There are two good ways to do that. Both involve taking the employee’s point of view.

Talk about what matters to them.

When you work in the field, you care about the field. What happens in headquarters can feel a million miles away; that can make non-corporate workers resist internal communications.

So, show how the initiative is going to impact what they care about.

• A nurse is much more likely to tune in to a new initiative if it helps provide patients with better care. For example, talk about how the new technology is going to deliver a better patient experience. Motivate through altruism or the greater good.
• Truck drivers pay attention to anything about safety, compliance, or efficiency. Will the change make them safer, cut down on paperwork, or enable them to finish a route faster? If so, lead with that!
• Sales professionals want to stay sharp on product updates that could increase sales and help them meet their quota. Be direct. Show how the product updates differentiate your company from others on the market. Give them the talking points in a clear and concise way, so they can use them right away.

Deliver it in a way that makes sense for them.

In other words, stop thinking about how you would want to receive the information.

• The nurse might not want to read an email at the end of a shift but would be happy to listen to a short presentation during a morning huddle.
• The truck driver doesn’t want to login to a SharePoint site but would be happy to watch the video if it were delivered straight to their iPad during a short break.
• The sales professional might want one email a month — with all corporate updates – timed to align with when their sales forecast is due.

These non-corporate field teams are critical. They are the ones who make the magic happen – who surprise and delight the customer, maintain and improve the process, and get the product into the hands of those who need it. If we treat them with respect, understand that their world is different, and meet them where they truly are, then we can figure out how to make change work – for them and for the organization.

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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.

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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