From the course: Managing Organizational Change for Managers

Positive reinforcement of change

From the course: Managing Organizational Change for Managers

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Positive reinforcement of change

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- We've definitely established that change is hard, but you know what makes it stick? Reinforcement, not just celebration when it's done, but meaningful reinforcement along the way. Because during change, people are trying new things, taking risks, and constantly asking themselves, is this the right move? Is anyone even noticing? And here's the truth, what gets recognized gets repeated. But let's be honest, too many leaders stop at surface-level praise. Nice work, appreciate the hustle. Feels good in the moment, but it doesn't teach people anything. It doesn't tell them what to keep doing. So let's raise the bar. Positive reinforcement during change isn't about cheerleading. It's about shaping the behavior needed to make the change spread across the organization. It's about noticing not just what people did, but how they did it, and connecting that behavior to the bigger picture. As leaders, it's easy to assume that those things are obvious, but more often than not, they aren't. You might say something like, when you spoke up in that meeting with a different perspective, you modeled exactly the kind of risk taking we need right now. That helped the team open up and think more creatively. That kind of reinforcement says, that wasn't random, that was aligned, do more of that. And here's the magic, when you connect recognition to values, strategy, or the desired future state, it reinforces not just the behavior, but the change itself. Try this structure. One, name the behavior, what they did. Two, explain the impact, why it mattered. Three, link it to the change. Show how it supports the new direction. It might sound like this. You took the lead on testing that new process even though it was unfamiliar, that showed adaptability and helped the whole team move faster. That's exactly what this next phase of change is about, willingness to lead in the unknown. That's the kind of choice that's going to make our team and company able to be more innovative. And don't just wait for major wins. Reinforce the small steps too, the early attempts, the quiet efforts, the mindset shifts. Especially during change, people often take two steps forward and one step back, but that first step forward is worth recognizing. It says, I see you trying, keep going. Also, don't underestimate public recognition. What you praise in front of others sets a cultural signal. It says, this matters now, and it helps hesitant team members see what good looks like in the new environment. Here's the bottom line, change leadership isn't just about setting direction. It's about reinforcing the path. So don't just tell people what to change. Catch them being the change, and tell them exactly why it matters. Because when people feel seen and valued, they'll keep showing up, and that's how momentum becomes movement.

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