From Washington to the Workplace: The Psychology of Change and How Leaders Can Help

We just wanted a coffee this morning.

Our nation's capital hasn't just dominated our headlines, I happen to be in D.C. right now on an exciting weeks-long engagement and am experiencing some of the "atmosphere" firsthand. Staying near the White House, my client, colleague and I walked past jersey barriers and fences that appeared overnight, 45+ police cars with lights blazing that blocked all streets, and put our heads down in a steady rain to get into the coffee shop below the lobby of the Willard Hotel. We were met immediately at the steps by a host of fully decked out and armed Secret Service agents who (very nicely, for the record), escorted us to the door of the cafe and let us in....despite the feeling we had for the 20 feet before chuckling "maybe we should just find a Starbucks somewhere...yikes."

The past few weeks in Washington have been a whirlwind, and no matter where you fall on the political spectrum, the sheer velocity of change has been staggering (whether you love it or loathe it). Policies announced one day are met with reactions and reversals the next. Economic shifts, financial uncertainties, and new global stances are creating ripple effects that extend far beyond government and into industries, businesses, and personal finances. I immediately pondered (and rushed to the keyboard tonight with this article on my brain) on finding the parallels to business change impacted by these political times.

For employees, these kinds of rapid world changes mirror what happens inside companies when leadership shifts, major strategic pivots occur, or external forces push businesses in new directions.

It's an overlooked truth that employees experience organizational change much like citizens experience political shifts. There is uncertainty about stability, questions about whether the new direction aligns with their values, and a quiet yet persistent concern about what happens if their role, team, or paycheck is suddenly at risk. The difference is that, in a company, leaders have the opportunity to mitigate that uncertainty through smart, intentional communication and action. But too often, they either downplay the instability or ignore how it affects the workforce.

For many employees, the workplace isn’t just a job; it’s the financial foundation that supports everything else in their lives. Parents are trying to manage tuition(s) (I feel you, trust me), child care, and a home budget that doesn’t need unexpected surprises. Partners are juggling shared responsibilities, where one person’s job insecurity can send ripple effects through an entire household. Professionals, no matter how ambitious or adaptable, still crave a sense of control over their career path and financial future. When a company undergoes sudden, sweeping change, it doesn’t just affect people at their desks. It follows them home, creeping into their conversations with their spouse or partner, their stress levels around their kids and family, and their ability to focus on anything beyond the uncertainty ahead.

Some key realities of organizational change:

• Employees aren't just concerned about the future of the company; they are concerned about their own future inside of it. If leadership makes bold moves without clear rationale or employee buy-in, the result is resistance, confusion, and a drop in productivity.
• Trust in leadership is a fragile thing. When decisions feel arbitrary, or employees hear about major shifts through external sources before their own company tells them, trust erodes. Rebuilding it is harder than maintaining it in the first place.
• People adapt to change when they feel like they have a role in shaping it. If transformation happens to them rather than with them, they disengage.
• Transparency is not the same as oversharing. Employees don’t need to know every possible scenario or decision still being debated, but they do need a clear and steady stream of information about what’s happening, why it’s happening, and what it means for them.
• Even those who are generally comfortable with change need stability in key areas. If everything is shifting at once, anxiety skyrockets. If leadership can stabilize elements like pay, career pathing, or workload expectations while other aspects evolve, employees can process change without feeling unmoored.

For leaders navigating intense change, the strategy isn’t about pretending everything is fine or rolling out empty reassurances. It’s about creating a sense of control in the middle of uncertainty. That means defining the narrative before employees create one themselves. It means actively listening to their concerns instead of assuming everyone will just get on board. It means tying new directions to a larger purpose that people can believe in.

It also means recognizing that employees don’t leave stress at the office door. If a company is undergoing major upheaval, it’s a safe bet that employees are carrying that weight into their homes. Employers who acknowledge that reality, by offering flexibility and patience, being mindful of mental load, and keeping communication open, will see higher engagement and loyalty in return. The businesses that survive and thrive in moments of upheaval are the ones that understand how to make change feel intentional rather than chaotic.

They recognize that stability isn’t about preventing change; it’s about ensuring that the people experiencing it have the tools, communication, and confidence to move forward.

Back to this morning -- as we put our coffees in hand, and zipped up our coats to walk to the office in the drizzle, the chaos outside didn’t disappear, but there was a moment of steadiness, a brief pause, before stepping back into uncertainty. That’s what people crave in times of change. Not the illusion that everything is fine, but the assurance that they have a place to gather themselves, regain focus, and move forward with confidence.

The world, like the workplace, will always have barriers that pop up overnight and shifting conditions that catch people off guard. The leaders who succeed aren’t the ones who pretend those barriers don’t exist. They’re the ones who guide their teams through them, making sure that no matter what’s changing, people still feel like they have solid ground beneath their feet.

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