Going All In: The Three Es of Effective Change

Cathie Leimbach • October 15, 2024

In their article "Going All In: Why Employee 'Will' Can Make or Break Transformations," Dominic Skerritt and John Parsons stress the importance of harnessing collective energy to drive organizational change.

They propose a three-step process, known as the "Three Es," to create the momentum needed to overcome challenges and achieve transformation success.

The first E is to Elevate a core group of employees from all levels in the organization to lead the change. Research shows that involving a significant portion of the workforce in key initiatives is crucial for achieving positive results. Companies that aim to involve 21 to 30% of their employees in change projects often see the highest returns.

The second E is to Empower a broad coalition of change leaders to embody new ways of thinking and working. Studies suggest that a small group of deeply committed individuals can create a powerful tipping point, influencing the entire organization's mindsets and behaviors.

The third E is to Energize all employees to change. Inspiring and engaging the entire organization is key for most of the workforce to become willing to change. Leaders must communicate effectively, explaining the vision and the benefits of the transformation. Studies indicate that leaders who successfully share the importance and direction of the change are more likely to achieve high adoption and stronger performance.

By implementing the Three E's, organizations can create a culture of engagement, empowerment, and collective energy, setting the stage for successful change.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.

How Could You Create a 5-10% Productivity Shift? 

By Cathie Leimbach • February 3, 2026
When it comes to improvement at work, the focus is often on big changes. But frequently, it’s small shifts that quietly create big results. Productivity rarely improves without strong leadership practices. So, what if better leadership increased productivity by just 5-10%? That could mean: Less rework Faster decisions More follow-through Less firefighting More output — without more people That’s not wishful thinking. When leadership improves, absenteeism and turnover drop. Work flows more smoothly. Results, and the bottom line, improve. When leaders get clearer, communicate better, and follow through more consistently, friction fades. People know what matters. Decisions move faster. Energy shifts from fixing problems to getting real work done. Organizations that invest in leadership development often see: Higher output Lower turnover Better use of talent Stronger momentum The real shift happens when leaders stop asking, “ Should we invest in leadership ?” and start asking, “ What is it costing us not to ?” 👉 Join our 60-minute Leadership Conversation to see what a 10–15% shift could mean for your organization.