Whenever organizations face big changes—be it restructuring, a merger, or a total shift in strategy—leaders become more than figureheads: they act as anchors, translators, and motivators. Guiding teams through these unpredictable periods is a real test. I believe the methods that work best aren’t always the ones repeated in boardrooms or leadership books. Let’s cut through the abstract theory, and look closely at five practices that genuinely make a difference when guiding teams through transformation.

“What you do has far greater impact than what you say.” — Stephen Covey

The first thing I always urge leaders to do is communicate the purpose behind the transformation, again and again, and never just through a single memo. Most employees tune out anything that sounds like corporate jargon, especially if it feels disconnected from their day-to-day work. It’s not only about repetition, but also about painting the message in context that means something for each team, each individual. Is your company shifting to digital-first operations? Rather than broadly stating, “we’re going digital,” explain how this means less paperwork, more flexibility, and new opportunities for learning. Use different channels: be present in all-hands meetings, write personal emails, organize informal lunch sessions, and walk the floor. Surprising fact: studies on memorable communication in organizations show that people need to hear a new message up to seven times—each in a slightly different way—before it really sinks in. So, have you noticed how quickly people “forget” about announcements? That’s not forgetfulness; that’s just how our brains process change.

There’s another layer that leaders tend to skip—acknowledging the emotional impact of big shifts. Transformation makes people nervous. It brings loss—a loss of familiar routines, of confidence in known skills, sometimes even of colleagues as roles change. What would it mean for morale if you, as a leader, openly said, “I know many of you are feeling anxious, and that’s entirely normal. Here’s what we stand to gain, but let’s not pretend this isn’t tough”? Admitting vulnerability doesn’t undermine authority; it does the opposite. It shows real understanding and gives people permission to have honest reactions, making it easier to move forward together.

“Change is the end result of all true learning.” — Leo Buscaglia

Of course, just talking about hopes and fears isn’t enough. During uncertainty, people crave at least a little predictability. That’s where temporary structures and regular checkpoints come in. Imagine you’re navigating a city without a map—you need landmarks to orient yourself. In the early months of transformation, I’ve seen huge gains by establishing pop-up teams, specifying review points, and creating new routines. These are not meant to last forever but to make the unfamiliar less daunting. For instance, during a rapid digital transformation at a global retailer, I watched their leadership set up weekly check-ins, mixing people from operations, tech, and HR. This helped squash rumors, address roadblocks in real time, and adjust plans without waiting for quarterly reviews. Are you establishing enough signposts along the way so your team knows where they stand?

Here’s something leaders don’t always realize: when you hand some control to your team over “how” new initiatives roll out, you create buy-in faster, and often smarter solutions emerge. Empowerment isn’t about handing over the steering wheel; it’s about letting people pick the route while you set the destination. When I was tasked with streamlining workflows at a financial services firm, top-down dictates went nowhere. Change only started to stick when operational teams could adapt guidelines to local conditions—sometimes even rewriting parts of the process. This approach does two things: it respects frontline wisdom and, perhaps more importantly, quiets the natural resistance sparked when people feel dictated to. What barriers do your team worry about, and could they help solve them?

“Management is doing things right; leadership is doing the right things.” — Peter Drucker

Another unconventional practice that separates lasting change from failed experiments: celebrate early adaptation and learning, instead of delaying celebrations for the perfect end result. Most organizations make the mistake of holding out for milestones, ignoring all the quick wins and course corrections along the way. Did a team rapidly adopt a new digital tool, even if they hit small roadblocks? Did two departments collaborate differently for the first time, even if not flawlessly? Recognize these moments, even if imperfect. This reward system tells everyone that learning—especially from mistakes—is valued here. Digital-first companies like Spotify and Adobe often run “retrospectives” that highlight both successes and stumbles. Public recognition here is more important than bonuses—it’s a signal about what behaviors are valued.

Let me step back for a moment and ask: When was the last time work actually felt meaningful during a big transformation? Too often, leaders announce grand visions, but those ideas never filter down into what individuals actually do day to day. Bridging this gap is a leader’s daily job. If a company’s pivoting toward renewable energy, how does that shape what the engineering, customer service, or IT teams focus on this week? How do we make sure every employee can tell their families, “Today I contributed to this”? Clarity fuels motivation, and small, understandable steps create more momentum than all-hands slogans.

“In the end, strategy is actually very straightforward. You pick a general direction and implement like hell.” — Jack Welch

There’s a paradox here: Leaders need to protect and support their teams but also keep pushing—sometimes faster than feels comfortable. It’s a delicate act, this combination of stability and momentum. When I think about leaders who have succeeded during turbulent mergers or when companies were building a digital culture from scratch, I notice a few distinctive behaviors. They stay visible during difficult moments. They don’t sugarcoat setbacks, but they do shape the narrative around hope and opportunity. They ask for input, then act on it. And, maybe most importantly, they see themselves not as the heroes of the story, but as the stabilizers, clearing space for others to do their best work.

Have you ever struggled to communicate a massive shift in direction to a team already overloaded with projects? The trap is thinking that more information equals better understanding. But it’s relevance, not volume, that cuts through. Leaders need to become translators, not broadcasters, tying every initiative back to “what does this change for me or my team right now?” That’s a lot harder than making announcements, but much more effective. Could you make your next message more personal, more actionable?

What’s often overlooked is how leadership presence—even in small ways—changes the entire climate. During one digital overhaul at a logistics company, the executive sponsor spent time weekly with pilot teams, not to micromanage, but just to observe and listen. This simple act fostered trust, smoothed tempers, and acted as a buffer against panic when the inevitable glitches hit. Trust cannot be demanded; it’s earned, repeatedly, through actions and transparency.

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” — Ronald Reagan

Lastly, don’t underestimate the power of storytelling. Share tales of quick recoveries from missteps or teams who, through improvisation, reached their goals in new ways. With every story you tell, you shape the organization’s sense of progress and possibility. Transformation isn’t just about moving from one state to another but learning—and winning—along the way.

So, if you’re leading any kind of transformation, the question isn’t only “How do I get everyone from Here to There?” but also “How do I help them feel safer, braver, and more in control along the journey?” Are you laying down temporary tracks, sharing progress openly, and reframing stumbles as steps forward? Are you balancing optimism with transparency, and are you inviting your people to help build the map, not just follow it? The way you answer these questions, every day, is how you’ll be remembered when the dust finally settles.