The Frequency

We scaled from zero to over 100 firms without losing a single customer to churn. The motivation technique that made this possible was tying every product change directly to a problem the team heard from an actual firm.

When our engineers were building the hearing transcript feature, I didn’t tell them we needed faster transcripts. I shared recordings from customer calls where attorneys described losing AC appeals because they couldn’t find the exact testimony fast enough. The team wasn’t building a feature anymore. They were solving a problem for people they’d heard struggling with it.

Motivation during change isn’t about rallies or slogans. It’s about connecting your team’s work to real outcomes for real people. When your team knows exactly who benefits from what they’re building and why it matters, they push through uncertainty on their own.

A time that stands out was when our company was going through a big internal shift. Some roles were changing and new processes were being introduced. People were uncertain about what it meant for their work and naturally that created stress and low energy in the team.

Instead of pushing harder on targets, I focused first on clarity. I gathered the team and explained what changes were actually happening and what they were not. Many times people feel more anxious because they imagine worst case scenarios. Once everyone understood the direction, the mood started to settle.

The most effective thing I did was involve them in the process. Rather than telling the team how everything would work, I asked them where they thought the challenges would be and what ideas they had to make the transition smoother. When people feel their voice matters, they stop feeling like change is being forced on them.

One simple example was during our weekly meeting. I asked each person to share one improvement idea for the new process. Some suggestions were small but very practical. When we implemented a few of them and gave credit to the people who suggested them, it boosted confidence across the team.

What I learned is that during change, motivation does not come from speeches. It comes from honesty, listening, and giving people a sense that they are part of shaping what comes next. Once the team felt that, their energy and collaboration came back naturally.

One period that stands out was when we decided to eliminate our manual payment option and move entirely to automated payments.

At the time, we were supporting two models. One where customers paid automatically each month, and another where they had to return and pay manually. The manual model created operational friction. It required reminders, follow ups, and extra support work. But some people on the team were concerned that removing it would reduce flexibility for customers.

The challenge was helping the team understand that this change was not about taking something away. It was about aligning the company with what we were actually good at, which is building a fully self service digital experience.

The most effective technique was transparency. I walked the team through the data. How much time was being spent chasing payments, how it distracted from improving the product, and how automation would simplify the experience for both customers and the team.

Once people saw the numbers and the reasoning behind the decision, the conversation shifted. Instead of resisting the change, the team started thinking about how to make the automated experience better.

For me, motivation during change comes from clarity. When people understand why something is happening and how it strengthens the mission, they usually move from uncertainty to ownership very quickly.

During a company-wide restructuring that collapsed three departments into two, I noticed the team wasn’t resistant to the change itself but to the uncertainty around it. People didn’t know what their roles would look like in sixty days, and that ambiguity was draining motivation faster than the actual workload.

The most effective thing I did was radically simple: I started sharing what I knew and, just as importantly, what I didn’t. Every Monday I sent a brief, honest update, even if it was just “no new decisions yet, here’s what I’m pushing leadership on this week.” That transparency alone cut the rumor mill in half.

But the real turning point was reframing the change around individual purpose. I sat down with each person and asked one question: “What part of your work do you want to protect through this transition?” That gave me a map of what mattered to them. Then I worked to align new role definitions with those answers wherever possible. People who felt their best skills would survive the restructuring became advocates rather than skeptics.

I also created small, visible wins. Instead of waiting for the full reorganization to settle, I identified two-week projects that the team could own and deliver quickly. Finishing something tangible when everything else feels uncertain is a powerful motivator. It reminds people they’re still capable and still contributing.

Data shows that projects with strong people-focused change management are six times more likely to meet objectives. And Gallup consistently finds that clarity of expectations is the single strongest driver of engagement, above pay, perks, or even leadership charisma.

During organizational change, people don’t need cheerleading. They need honesty about the situation, a voice in shaping their future role, and proof that their work still matters right now.

When we integrated business training into our curriculum, the clinical instructors expressed resistance. They are expert injectors who love their job; they do not see themselves as business coaches. I could have enforced the change by giving orders. In fact, I started listening. I inquired what was wrong. They all gave the same answer. Our goal is to make students excellent healthcare providers.

There, I found my opportunity. I presented it as a way of safeguarding their career instead of a plain business course. A nurse disregarding compliance risks losing her license. A novice NP unable to handle business issues will likely never have a clinic of her own. After that, it was a simple matter of them understanding that they were saving careers and not just showing how to use spreadsheets. Highlight the purpose to the people. Let their professional ego do the rest.

During a period of significant interest rate volatility, we had to pivot our retail lending strategy from a refinance driven market to a purchase and investor focused model. That shift required retraining teams, adjusting compensation structures, and redefining pipeline expectations. Many team members were understandably concerned about how the new environment would affect their income and long term stability.

The most effective motivation technique I used was clarity paired with opportunity framing. First, I ensured that everyone understood the macroeconomic reality driving the change. When people see the data and understand the market forces at play, uncertainty becomes less personal and more strategic. Second, I reframed the transition as an opportunity to expand skill sets, particularly around DSCR and investor lending products, which offered new revenue streams rather than shrinking ones.

We also aligned incentives with the new direction. Compensation models were adjusted to reward adoption of investor focused products, and we invested heavily in training so that team members felt equipped rather than exposed. Motivation during change is rarely about enthusiasm alone. It is about equipping people with tools, aligning incentives with the new strategy, and consistently reinforcing that adaptability is a competitive advantage. When teams understand that change expands their value rather than diminishes it, performance follows.

One of the most significant periods of change we experienced came when several of our target markets introduced stricter short term rental regulations. Operationally, this required us to reassess property selection criteria, compliance protocols, and guest management systems. For the team, it created uncertainty about pipeline stability and future growth, especially in markets that had previously been high performing.

The most effective motivation technique I used was reframing the change as a strategic filter rather than a setback. I walked the team through updated underwriting models that prioritized regulatory stability, diversified location exposure, and stronger cash flow resilience. Instead of reacting defensively, we leaned into disciplined asset selection and improved operational standards. When the team saw that our new framework actually reduced risk and strengthened long term returns, confidence increased.

I also emphasized transparency around performance metrics and decision logic. In real estate investment, uncertainty often stems from incomplete information. By openly sharing financial projections, risk scenarios, and contingency plans, I helped the team understand that adaptation was a competitive advantage. Motivation during change is less about optimism and more about clarity, alignment, and demonstrating that disciplined strategy creates stability even when external conditions shift.

As a manager I once navigated us through a challenging organizational change.

My key approach to motivation was fostering psychological safety through daily morning gemba huddles—quick 10-15 minute stand-ups in our workspace. These built trust by sharing small, transparent updates every day, even when there was nothing major to report. I’d say things like, “No new updates today, but let’s focus on today’s tasks.” We’d highlight minor wins, like a resolved issue, and I’d invite brief shares from the team, acknowledging concerns openly without overpromising.

This consistency made everyone feel included and informed, turning chaos into something manageable. By the end, we maintained output and avoided high turnover. The technique worked because it emphasized connection and humanity in tough times.

I’ve never been one for motivational speeches or more overt methods of rallying the troops. What I focus on instead is clarity. When I’m in a difficult or stressful situation, I always appreciate knowing what is going on, what I need to do, what impact that will have, etc. in as clear and unambiguous terms as possible.

Following the change to our structure after an acquisition, for example, the thing I most focused on was making sure everyone understood what was changing and how their role still contributed to the company’s direction. I also broke larger goals into smaller milestones so the team could see progress quickly, which I think made a sizeable difference in their comfort in a period of massive transition. I don’t think this is anything strange, because in my experience it is when people understand where the company is going, how, and how they contribute that they can stay motivated.

There was a period during which we overhauled our scheduling and dispatch system in favor of one that was a little more future-proof. Everyone was pretty used to the old system, so there was some pushback and growing pains as we tried to get everyone on board with using the new system as we intended.

A week after the new system went online, I gathered the team, reiterated the reasons for the change, and explained how it would make their jobs easier in the long run. I also demonstrated what support they would get during the transition. Then, I involved them in the process: asking for feedback on the new system, letting them suggest tweaks, and acknowledging the value of their real-world experience. People responded positively when they realized this wasn’t just management imposing a change, but an opportunity to shape a better workflow.

Then there was the period of huge change when we were moving ourselves from a predominantly manual management model towards one that used an automated, data driven operational system. To enhance scalability and owner visibility, we introduced dynamic pricing tools such as centralized communication platforms and standardized reporting dashboards. Although the change enhanced efficiency, it also raised anxiety among team members who were accustomed to existing processes and worried that they might lose their jobs to automation.

The best motivational technique I employed was side-by-side transparency with ownership. I made it clear why this change was needed. I emphasized that automation would reduce repetitive work and enable the team to focus on higher value. It would free up valuable time to work further on guest experience optimization and revenue strategy. I pulled in key team members to help choose and refine the tools, as this gave them a stake in the outcome instead of making them passive recipients of change.

I also directly connected performance metrics to the new systems and how they turned into improved response times, pricing adjustments and operational efficiencies converting into higher occupancy as well as stronger owner retention. Confidence filled the space where resistance once reigned when the team saw a clear, direct road between new processes and measurable results. And during times of organizational change, purpose and shared accountability tend to be among the most motivating factors.

During a period of organizational change, I focused on clarity and visible progress to keep the team motivated. At Brandualist, we once restructured project workflows, which created uncertainty about roles and priorities. I introduced weekly progress dashboards showing how each team’s work contributed to company goals. When people saw measurable results tied to their efforts, motivation returned quickly. The technique worked because transparency reduces anxiety during change.

This is work I do all the time! One particular instance comes to mind.

I was once working with a pre-commercial biotech company whose clinical team was under immense pressure to finalize their studies with zero room for error to demonstrate successful clinical outcomes. They were working long hours, had changing priorities coming down from senior leadership who were preparing for the next stage of growth, and were showing early signs of burn out (elevated frustration in meetings, missed deadlines, limited creative problem solving).

To help, I organized a workshop to help them reconnect to their purpose, improve collaboration, and eliminate any priorities that weren’t laddering up to the larger strategic goal. Three things were incredibly effective in this workshop:

1. I started with an exercise to help the team build a stronger connection through the lens of DiSC. This allowed them to better understand their own styles, what showed up under stress, and how to better cater to their communication needs and that of their peers. The shared connection helped strengthen trust and support among the team, helping to reinforce the message, “we’re in this together.”

2. We zoomed out and looked at the big picture. When this clinical study is a success, what does that enable? This inspired a brainstorming session that helped the team reconnect to their purpose of helping patients who have this debilitating disease live fuller lives. Less focus on stress, more focus on purpose.

3. Pulling these two together—what specifically do we need to do in the next 90 days to help us work better together? We addressed both behaviors and systems to tighten their focus and coordination.

The team was reinvigorated and successfully completed the study, making way for company growth through commercialization.

Your most powerful motivator in times of change is grouping your employees by personality type and telling them each a different story.

If someone has a high Need for Achievement they need to hear messages framed around challenge (“This change is an opportunity for us to show ourselves we are the industry leaders”). If someone has a high Need for Optimism they need to hear things framed around security, e.g., “We’ve undergone 5 significant changes in the last 3 years and emerged stronger every time.” Handling everyone the same during times of change is why most change management programs fail. Ambiguity is defined VERY differently by each personality profile. Type A’s want to know how they can win moving forward. Achievers want to know specifically how they will be measured. Optimists want to hear the positives along with proof.

Organisational change in clinical environments is almost always experienced as disruption before it is experienced as improvement. The instinct of most teams is to wait for the change to settle before re-engaging fully and that waiting period, if it runs too long, erodes momentum and morale.

The most effective thing I have found during periods of change is to be clear about uncertainty rather than projecting false confidence. Teams do not need to be told everything is fine; they need to trust that the person leading them will tell them what is actually happening.

When I have been honest about what I do not yet know, alongside what I do, the response from colleagues has consistently been more engaged and constructive than when change is presented as fully resolved.

The second technique is to quickly find the one change that represents a genuine improvement for the team’s daily work and make that concrete and visible early. People can tolerate significant disruption if they can see a tangible benefit taking shape. One early real improvement brings more motivation than any strategic communication.