Change management often feels more challenging than it needs to be. When we think about change in the workplace, we imagine it as a process of moving from Point A to Point B. But what if we’re missing something vital in this approach? In a recent presentation on change management, I explored why traditional methods often fall short and what a fresh approach might look like.

The Flaws in Episodic Change Management

Too often, change management is treated as a linear, episodic event: we set out to make a shift from Point A to Point B. We strategize, re-skill, restructure, and train teams around the change. After all the effort, we expect our team to be prepared for “B” and move forward. But the truth is, as soon as we settle into B, there’s inevitably a new “C” waiting for us, requiring yet another structured approach to change. This approach not only drains resources and energy but can also make employees resistant to each new phase.

Building the Muscle for Continuous Change

Instead of aiming for a final destination with each change initiative, what if we focused on fostering a culture where adaptability is embedded in the organization? A mindset shift away from episodic change toward a culture of continuous change can make a significant difference. When change becomes part of the organization’s DNA, teams are ready for whatever new letter of the alphabet comes their way.

In partnership with Stanford University, we conducted a study of 243 companies over three years. What we found was revealing: adaptability was the single most significant factor correlated with revenue growth. Organizations that embraced adaptability as a core value outperformed others by a significant margin. They had a “change muscle” that allowed them to shift seamlessly from one phase to the next without major disruption.

Shifting Focus from Actions to Beliefs

A typical change management initiative focuses on actions—specific tasks we need people to complete to move the organization forward. But results aren’t just a product of

actions; they’re rooted in beliefs. When an organization focuses solely on actions, it risks creating a culture of short-term thinking, micromanagement, and burnout. On the other hand, when we dig deeper into the beliefs that drive those actions, we can initiate more lasting, meaningful change.

To illustrate, a healthcare leader we worked with struggled to get her team to complete critical forms in the emergency room. Despite numerous training sessions and reminders, the team’s compliance was inconsistent. However, when she shared real stories about how these forms impacted patient outcomes, beliefs began to shift. The team’s motivation to complete the forms increased dramatically because they saw the purpose behind the task. They no longer needed reminders or micromanagement; they were intrinsically motivated by a shared belief.

The Results Pyramid: From Experiences to Beliefs to Results

One powerful framework we use is the Results Pyramid, which starts at the top with results, supported by actions, beliefs, and experiences at the base.

1. Identify Desired Results: The first step is identifying the measurable outcomes your team wants to achieve. Perhaps you aim to increase efficiency by adopting new technology. This result becomes the guiding principle for the entire change initiative.
2. Actions Drive Results: While actions are essential, they are not enough by themselves. Leaders often stop here, assuming that by getting people to perform certain actions, the results will follow. However, focusing only on actions can lead to burnout and fatigue, as leaders spend much of their time tracking and managing tasks rather than fostering long-term growth.
3. Beliefs Shape Actions: This is where the real shift happens. The underlying beliefs employees hold—about their role, their team, and the value of the task—ultimately drive their actions. When we focus on changing these beliefs, we’re more likely to see sustainable changes in behavior. By understanding and addressing these beliefs, leaders can unlock a higher level of engagement and commitment.
4. Experiences Form Beliefs: Finally, experiences form the foundation of beliefs. When we provide employees with meaningful experiences that align with the intended change, we lay the groundwork for new beliefs and, ultimately, new actions. Storytelling, recognition, and feedback are some of the simplest ways to create these experiences.

Practical Steps to Build a Change-Ready Culture

Building a change-ready culture doesn’t require a massive overhaul. Here are practical ways to make this shift:

• Align on Results: Start by defining meaningful results beyond profit, such as creating a collaborative or accountable culture. At Culture Partners, we have a clear goal: to impact 5 million lives by 2025. This outcome shapes the way our team approaches change.
• Create Experiences that Reinforce New Beliefs: Share stories that reflect the values and beliefs you’re aiming to instill. When we tell stories of employees who successfully embrace change, we create a collective experience that reinforces those values across the organization.
• Use Recognition to Support Desired Beliefs and Actions: When employees demonstrate actions aligned with new beliefs, recognize their efforts. Positive reinforcement can be a powerful experience that solidifies the new culture you’re creating.
• Provide Constructive Feedback: Constructive feedback doesn’t only point out areas for improvement; it also builds a shared understanding of what success looks like. In one-on-one conversations, leaders can connect individual contributions to the larger change goals, helping employees see their role in the journey.

The Path to Lasting Change

Change management will continue to be a critical part of every organization, but by adopting an adaptability mindset, we can shift from rigid, episodic changes to a more flexible, resilient approach. By embedding adaptability into the culture, organizations not only weather changes more effectively but can also seize new opportunities and drive sustained growth.

If you’re interested in learning more about how we approach change and culture strategy, I invite you to visit Culture Partners or my personal site at Jessica Kriegel.

Dr Jessica Kriegel is the Chief Strategy Officer of Workforce and Labor at Culture Partners, where she has dedicated over 15 years to guiding Fortune 100 and global organizations in building intentional cultures that drive performance. A recognized thought leader, Dr. Kriegel frequently appears in national media discussing data-driven culture, workplace accountability, and change management. Learn more at Culture Partners and Jessica Kriegel.