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.

The Workplace Has Changed. Has Your Leadership?

By Cathie Leimbach • July 21, 2026
There was a time when many employees expected to spend most of their careers with one organization. Job security, pensions, and long-term loyalty often kept people in the same company for decades. Today's workforce thinks differently. Millennials and Gen Z expect to build careers—not necessarily with one employer. If they don't see opportunities to learn, grow, contribute, and advance, they'll find them somewhere else. Research consistently shows that younger employees are looking for more than a paycheck. They want managers they trust, meaningful work, opportunities to develop, flexibility when possible, and a workplace where they feel respected, supported, and heard. Gallup reports that 87% of Millennials say professional development is important to their job satisfaction. Combined with growing expectations for work-life balance and a positive workplace culture, it's no surprise that organizations relying primarily on compensation to retain employees continue to struggle with turnover. The encouraging news is that leaders influence most of what keeps people engaged.  Managers who hold meaningful conversations, clarify expectations, recognize contributions, coach for growth, and genuinely care about their employees create workplaces where people want to stay. They build trust, strengthen engagement, and help employees grow, succeed, and see a future with the organization. Today's retention isn't driven by job security or loyalty alone. It's driven by a workplace experience where employees are growing, supported by leaders they trust, and confident their contributions matter. Download our Retention Conversation Guide to discover practical ways to strengthen trust, engagement, and retention—one leadership conversation at a time. Conversation is where leadership happens.

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens