What leaders get wrong about change—and how to fix it

In any transformation effort, sustaining employee engagement is one of the most persistent challenges leaders face. Whether you're rolling out a new system, restructuring teams or shifting strategic direction, the human side of change can make or break the outcome.

Three leadership behaviours consistently drive stronger engagement: clarity, consistency and recognition. These aren’t just communication tactics. They are strategic levers that help organizations navigate uncertainty and build trust.

Clarity is the antidote to resistance

When people resist change, it’s often because they don’t understand what’s happening or why. Ambiguity creates space for fear, speculation and disengagement. That’s why clarity is so powerful. It cuts through the noise and gives people something to hold onto.

Simplicity in today's digital age is critical for successful communications. Every message should be clear, direct and aligned. In such cases, engagement will improve, and teams will feel more connected to the change.

Consistency builds confidence

Research shows that people need to hear a message multiple times before it truly resonates.

Consistency isn’t just about repetition. It is about reinforcing the same message across different channels, from different leaders and at different moments in the journey. It’s about making the message a habit.

Leaders should establish a cadence for communication and stick to it. Showing up regularly builds credibility. It signals that leadership is present, engaged and committed to the change.

Recognition sustains momentum

People often work long hours, juggling competing priorities and navigating uncertainty. Recognition—formal and informal—plays a critical role in keeping people motivated.

Too often, recognition is saved for the end of a project. But celebrating small wins along the way is just as important. Whether it’s a shoutout in a team meeting, a peer-nominated award or a simple thank-you note, recognition reinforces that people’s efforts matter.

And it shouldn’t just come from leaders. Peer-to-peer recognition can be just as powerful. When employees see their colleagues going the extra mile—and take the time to acknowledge the effort—it creates a culture of appreciation that fuels a culture of engagement.

Leading with intention

Change isn’t just a process. It is a journey. Leaders are responsible for guiding people through change with intention. By leading with clarity, showing up with consistency and recognizing the effort along the way, leaders can build engagement that lasts.