The American Psychological Association’s 2025 Work in America report found that 89% of U.S. workers experienced organizational change in the past year, and more than half said it had a negative impact on their mental health.
That’s a staggering figure, but not a surprising one. Change is no longer an episodic disruption in today’s workplace. It’s the environment we operate in day in and day out. Mergers, restructures, AI adoption, hybrid work shifts, and evolving economic pressures have made change a constant variable.
These are the real tests of leadership—not during calm, but in times of motion. It’s no longer enough for leaders to respond to change. They must know how to lead from within it.
While no two change events are identical, the leaders who consistently pass the test tend to lean on the same core capacities. These aren’t personality traits or fixed skills. They’re practiced, intentional ways of showing up, especially when the path forward isn’t yet visible.
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1. Communicate with transparency and consistency
When the future feels uncertain, people look for signals of stability. As leaders, we often feel pressure to wait until we have perfect information before we speak. But in times of change, silence breeds speculation, and speculation fuels anxiety. Stability doesn’t come from having all the answers, but a steady voice—even when that voice says, “We don’t know yet, but here’s what we’re doing to find out.”
In times of change, the most trusted leaders aren’t the ones with the most polished messaging. People trust those who consistently show up, share updates regularly, and speak plainly about what is changing and why.
Leadership action: Speak with clarity, share what you know (and what you don’t), and repeat your message more than once. In times of change, repetition becomes reassurance.
2. Stay close to the change
It’s natural to want to shield people from the messiness of change, but the further people feel from what’s happening, the more threatened they become. One of the most powerful things a leader can do is stay close to the change and bring others with them.
That doesn’t mean having all the answers. You want to make the process visible. Let your teams into the “why.” Involve them in the “how.” Invite them to see the moving pieces rather than simply react to the final result. This process fosters understanding, engagement, and ultimately, shared ownership.
Leadership action: Don’t wait to bring people in. Identify one or more decision-making processes or initiatives you can open to the team. This could be a planning session, sharing early-stage thinking, or asking for feedback on a developing plan.
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3. Stay grounded
In periods of rapid change, emotions can run high—not just for your team but also for you as a leader. Uncertainty can trigger fear, doubt, and overfunctioning. That’s why leaders need to anchor themselves before they can stabilize others.
Grounding is finding a way to return to center in the middle of the chaos. For some, that’s a routine. For others, it’s a mentor or a guiding principle that restores focus. Being grounded also means noticing when you’re reacting instead of reflecting. Self-awareness is the first signal. If you’re feeling activated or scattered, take a moment to reset and re-engage with intention.
Leadership action: Write down one stabilizing practice you can turn to: a routine, reflection point, or person you trust. Use it regularly, especially before high-stakes conversations or decisions.
4. Lead with empathy
Change doesn’t land the same way for everyone. A merger might spark an opportunity for one teammate and fear for another. A tech rollout could excite some and overwhelm others. The truth is, you won’t know how change is impacting someone unless you ask and listen. Empathy becomes a leadership superpower. Leading with empathy builds psychological safety, surfaces unseen risks early, and reinforces trust.
Leadership action: Schedule intentional check-ins. Ask open-ended questions like, “What’s been challenging about this transition?” or “What would help you feel more supported right now?” Then listen.
5. Model a learning mindset
No change initiative goes exactly to plan. Priorities shift. Assumptions get tested. People stumble. It’s the nature of transformation. What distinguishes strong leaders in these moments isn’t flawless execution, but a willingness to learn in real time. A learning mindset keeps you adaptive, grounded, and humble. It also gives your team permission to be the same: to experiment, speak up, and evolve together.
Leadership action: Be open about your own learning. When things don’t go as expected, share what shifted, what you’ve learned, and how you’re adjusting. Invite your team to do the same.
THE BOTTOM LINE
Change is the truest test of leadership. The leaders who pass the test are those who recognize that in times of uncertainty, people don’t need perfection. They need presence—a leader who listens, steadies, and helps them take the next step forward.Julie Turpin is the chief people officer for Brown & Brown, Inc.