Energizing Employees for Change
Cathie Leimbach • December 10, 2024
Let's talk about the third E in the “Three Es of Effective Change”: Energize.
Think of it like this. You want to climb a really big mountain. It's going to be tough, right? You need a lot of energy to get to the top. And just like summiting that mountain, transforming a whole company is a big challenge.
So, how do you get your team energized and ready to climb that mountain?
- Well, first, you've got to be clear about where you're going and why it's important. Tell them the big picture, the vision. Explain why this change is going to make things better for everyone.
- Next, make sure everyone knows their role in this journey. Show them how their work fits into the bigger puzzle. This will help them feel like they're making a difference.
- But talking isn't enough. You need to listen too. Have open conversations with your team. Let them share their thoughts and concerns. This will help you understand their perspective and make sure they feel heard.
- Finally, give your managers the tools they need to inspire their teams. Train them on how to communicate effectively and motivate their people.
Remember, when everyone feels energized and involved, it's a lot easier to climb that mountain – or implement a major change in your organization. It's like having a whole bunch of cheerleaders cheering each other on!
Herminia Ibarra’s research offers compelling insight into why leadership development should be viewed as a strategic priority. Her work shows that helping leaders grow isn’t just beneficial for individuals—it significantly improves how organizations operate and perform. Ibarra explores how leadership identity evolves over time. When managers step back from daily tasks and begin thinking and acting more strategically, it creates ripple effects across the organization. Teams become more engaged, decision-making improves, and execution becomes more effective. These shifts enhance productivity, innovation, and retention—key drivers of long-term success. Her research also highlights the value of building strong leadership pipelines. Companies that invest in leaders who are adaptable, self-aware, and skilled at big-picture thinking tend to be more agile and resilient. These organizations are better equipped to respond to change and seize new opportunities. By reframing leadership development as a strategic investment rather than a soft skill, Ibarra shows how it creates measurable improvements in performance across the organization. Growth in leadership capacity leads to smarter decisions, healthier cultures, and stronger overall results. 👉 For a deeper dive into the data, click here to view Insights from Herminia Ibarra’s Research on Leadership Development and its Measurable Impact.
In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore. Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts. Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful. The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender. For further details, see Dr. Paul White’s article on gender differences in appreciation preference.