Organizational Change – Lori R. Miller, LMHC

I’ve been enjoying some time in the Midwest in Missouri lately. If you’ve ever driven a country road in Missouri, you know there’s a good chance it is going to be hilly.

Missouri has a vast network of small rural roads that bend and wind around big rocks, cliffs and Dollar Generals.

Yesterday as I was coming back from church to my son’s rural home, I hit this particular road that scares me half to death every single time I drive it.

Not because it’s so narrow (it is),
not because there’s no yellow dividing line (there isn’t), and
not because it’s like riding on a roller coaster (🤮 it really is).

On my approach up every giant hill on that road — right before I get to the top — I hope fervently that any person driving on the opposite side is paying as much attention to their side of the road as I am to mine.

In today’s distracted world that can be a real roll of the dice.

The Perils of The Unseen

I feel palpably nervous until I can put my eyes on the other side of the hill.

When I’m in my approach up, I have no idea what’s happening on the other side.

I can’t see anything at all. I have no way to judge what might pop up.

What I can do is make sure I focus on my training as a driver to protect myself. Then, if the worst happens, I know I did everything I could to get the best outcome.

Because I don’t have the benefit of my own vision until I crest that hill, I have to trust in the vision of others.

The Blind Spots of Organizational Change

This is a lot like what happens during times of organizational change.

Leaders might have a good view of where things are going, but their team often feels like they’re driving up a steep hill without knowing what’s on the other side.

Since they can’t see the full picture, they stick to what they know to protect themselves. That can be a recipe for stress and anxiety.

When people feel left in the dark, it’s easy to see why they might resist or overreact.

It’s not that they’re unwilling to go along; they just don’t know what’s ahead.

The Keys Forward

From the leaders’ perspective, this can look like irrational behavior, but in reality, people are just trying to stay safe when things are uncertain.

That’s why building trust through clear communication is so important.

Even when leaders can’t share everything, honest and direct communication can go a long way to help their team feel more secure.

And that trust helps people keep their energy for what matters and stop spinning their wheels in fear.

We all know that change is a given in any organization—whether it’s a merger, new leadership, or even something like rolling out new software.

The thing is, while change might be good for business, many times it leaves employees feeling stressed out, uncertain, and anxious. The key to navigating these shifts?

Emotional resilience.

This often misunderstood term is essential, and businesses can learn how to help their teams build it.

The Hidden Costs of Organizational Change

Organizational change brings challenges that go beyond a simple restructuring or policy update.

Employees start feeling the heat—wondering if their jobs are secure, how their roles will change, or if they’ll even fit into the new structure.

Stress builds, productivity drops, and the rumor mill starts churning. If companies aren’t addressing these concerns, they can end up with disengaged employees who aren’t focused on their work.

Once your employees are disengaged, it requires a Herculean effort to get them back, if at all.

Why Emotional Resilience Matters

Here’s the thing: emotionally resilient employees are better equipped to handle the chaos of change.

For some of us, change is not a fun and excellent adventure.

Instead, it feels like a merry-go-round that threatens to toss us off into the rocky dirt at any moment (I’m a Gen X-er, I grew up with some rough playgrounds).

Resilience is the ability to adapt, manage stress, and maintain a positive outlook. It’s the ability to ebb and flow with what comes your way.

For those of us on that merry-go-round, this feels like a tall order, and it’s easy to feel overwhelmed when thinking about what’s happening at work.

Instead of feeling overwhelmed, though, employees can learn how to see the bigger picture, stay grounded, stop predicting catastrophies, and keep moving forward.

How Businesses Can Build Resilient Teams

Supporting emotional resilience in employees isn’t just a “nice to have” anymore—it’s critical.

And it starts with communication.

When leaders communicate openly and honestly, even when they don’t have all the answers, employees are less likely to feel anxious.

Instead of staying silent during change, saying something like, “We don’t have all the details yet, but we’ll keep you in the loop” can make a big difference.

You get credit for the touchpoint because it demonstrates you’re trying to stay tuned in to your employees’ experiences.

The Role of Leadership in Fostering Resilience

Leaders set the tone for how employees navigate change. When leadership models resilience—by staying calm under pressure and offering support—it encourages employees to do the same.

When leaders are transparent, supportive, and available, employees feel more confident in their ability to weather the storm.

If leaders are finding it hard to be transparent or support their teams because they don’t feel equipped to handle it, they’re not alone.

A lot of times, the fear of not knowing how to deal with what employees are going through can shut down communication.

Leaders can get better at this by working on their communication and conflict resolution skills.

And just like employees, they need to take care of themselves, too. When leaders invest in their own well-being, it’s a lot easier for them to show up for their teams in a real, supportive way.

The Long-Term Benefits of Emotional Resilience

Building resilience isn’t just about getting through the current change—it’s an investment in the future. You want the people on your team to not just remain on your team, but to feel engaged and energized by the opportunities that change can bring.

Employees who can manage stress effectively will be more prepared for future changes, making the organization more agile and adaptable in the long run.

Driving Blind on a Country Road