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

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.

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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.