In this topsy turvy world, there’s a good chance that your organization is in a state of change. While change is an inevitable part of business, for many, today’s rate of change is unprecedented. In this environment, you might be interested to know that studies indicate that more than 60% of change initiatives fail to achieve their goals. While the technical aspects of change management—planning, implementation, and execution—are crucial, the human side of change is often overlooked. During times of change, employees frequently experience uncertainty, a perceived lack of control, interpersonal disconnection, and even a sense of unfairness, all of which contribute to resistance and morale problems. Unhappy people don’t do the best work and they definitely don’t serve clients well. That’s why it’s critical that you address these challenges head-on to ensure successful organizational transformation. To do so, let’s understand the emotional barriers to change.

Uncertainty and Fear of the Unknown

Change, by its very nature, creates ambiguity. Employees feel uncertain about their future roles, job security, and organizational direction. We know from neuroscience that uncertainty causes the brain to have a threat response. From the outside, that means when people lack clear information, they often assume the worst, which can lead to anxiety and reduced engagement. Transparent and timely communication helps alleviate these fears. Managers should outline what is changing, why it’s happening, and how employees will be supported during the transition. If the manager doesn’t know what is changing or why, ask. If you still don’t know, talk about the changing environment anyway. Share what you do know and what you hope to find out. The fact that you talk about change creates stability and trust but avoid vague or overly optimistic messaging. You don’t have to have all the answers—honesty builds trust.

Lack of Control

Employees often feel change is done to them rather than with them. This perceived loss of control can lead to disengagement and resistance. Organizations can counter this by involving employees early in the process, allowing them to contribute ideas and solutions. Give employees a voice in the change process. Seek input, involve them in decision-making where possible, and provide opportunities for upskilling to help them adapt. When people feel they have a say in shaping the change, they are more likely to support and embrace it.

Interpersonal Disconnection

Organizational change—such as restructuring, leadership shifts, staff realignment or new work processes—can disrupt established relationships. Employees may lose trusted colleagues, mentors, or familiar teams, leading to feelings of isolation. This disconnection can weaken morale and productivity. And for many, the work environment is not as inviting and pleasant. Given the option, people work better in environments where they feel comfortable and welcomed. Particularly during times of change, managers should proactively reinforce collaboration and make an extra effort to instill a sense of community during change. Emphasize team cohesion and reinforce interpersonal bonds at meetings and in communications. Encourage teamwork, maintain open dialogue, and provide support systems to encourage connection. Simply engaging with a colleague over coffee or lunch can reinforce connections and help people feel a part of the team.

Perceived Unfairness

Employees often resist change when they believe it disproportionately benefits certain groups while disadvantaging others. Perceived unfairness—whether in promotions, layoffs, workload distribution, or recognition—creates resentment and undermines trust in leadership. To the extent possible, you as a manager should ensure that decision-making processes are transparent, equitable, and well-communicated to prevent feelings of favoritism or injustice. Be transparent about how decisions are made and apply policies consistently across the organization. If you don’t know how the decision was made, be transparent about that, too, without throwing leadership under the proverbial bus.

Loss of Personal Importance

During change, employees may question their value within the organization, especially if their role is altered, belittled, or diminished. If people feel their contributions are no longer meaningful, motivation declines. Managers should emphasize the continued importance of employees’ work, highlight how individual contributions align with the organization’s evolving goals, and praise good work particularly when the work reinforces the changed direction. Recognition and reassurance play a crucial role in maintaining engagement and morale. Regularly acknowledge the efforts of staff. Be specific about their accomplishments and contributions. Help staff see that their work remains valuable within the changing landscape.

Change is not just a logistical process—it is an emotional journey for employees. It’s not enough to address only tangible change. Your staff and the organization will benefit when you address uncertainty, loss of control, interpersonal disconnection, fairness concerns, and the need for meaning. The good news is that you as a manager can do much to support staff during times of change. That support can make the difference between failure and success. By putting your people first, your organizations can transform change from a source of anxiety into an opportunity for growth and progress.