Change is constant. And for most people, nothing spikes stress faster than uncertainty—whether it’s starting a new job, losing one, facing shifting economic conditions, or moving to a new home. In the workplace, change can be especially challenging. A CEO navigating market volatility, a fleet manager adapting to new regulations, or a diesel technician learning unfamiliar technology all face the same reality: Change brings stress, and stress—left unchecked—can harm both performance and health.
Even when change is positive, people often resist it. Why? Because the devil you know can feel safer than the devil you don’t. This resistance becomes even more problematic in business settings, where the pace of change is accelerating. At a recent NationaLease meeting, Lindsay Mareau, founder of Illumination Strategies, shared that two out of three large-scale change efforts fail to meet their goals.
According to Mareau, the top two barriers are natural resistance to change and existing skills gaps. She cited a 2025 World Economic Forum (WEF) report that found that 63% of employers cite skills gaps as the primary obstacle to transformation.
See also: Clark: Who owns safety in your organization?
Change in the era of disruption
AI and machine learning (ML) are reshaping jobs and raising questions about the future of work. Over the next five years, core skill requirements will shift, meaning today’s workers will need to reskill or risk being left behind. No wonder 83% of workers in the WEF report say stress is already affecting their performance.
The good news is that managers can take concrete steps to reduce that stress and help their teams not only cope with change but embrace it.
- Explain the change
- Define the vision: Clearly articulate why the change is necessary and what benefits it will bring to the organization and the individuals involved.
- Get leadership buy-in: Leaders must commit, endorse, and actively participate in the process. Visible leadership support builds credibility and momentum.
- Keep communication going: Follow a strong communication plan. Address issues in real time and provide regular updates. If employees are left in the dark, they’ll fill in the gaps, often with inaccurate assumptions. Create ways for employees to share concerns and suggestions, and then act on the feedback quickly.
- Develop strategies
- Create a dedicated team: Include representatives from multiple departments to ensure diverse perspectives and smoother implementation.
- Keep planning: Start with an impact analysis, then build a step-by-step plan with timelines, milestones, and resource allocations.
- Offer training and development sessions: Bridge skills gaps through upskilling and reskilling programs. Managers and HR should collaborate to make training accessible and relevant.
- Handle resistance (the tricky part)
- Acknowledge it: Recognize that fear and stress are natural. Understand where resistance comes from—fear of job loss, demotion, or just feeling unprepared.
- Communicate and educate: Once the root cause is clear, explain how the change benefits both individuals and the company.
- Provide support: Offer emotional as well as practical assistance. Promote a culture of collaboration and mutual support to help employees navigate uncertainty.
Make change work by turning stress into strength
In times of disruption, stress doesn’t have to be the necessary outcome. Leaders who communicate openly, plan thoroughly, and invest in their people can transform resistance into resilience. Change will always bring challenges, but it can also be the catalyst for growth, innovation, and a stronger, more adaptable team. The question isn’t whether change is coming. It is about whether you’re prepared to guide your team through it with clarity, empathy, and the right tools to achieve the company’s goals.
