Why Our Brains What Targets Need Most: Reaching the People Who Live the Change
In every change, there’s a group of people whose lives, routines, and confidence are directly affected—the Targets. They are the employees asked to do their jobs differently tomorrow than they did yesterday. While the project team focuses on milestones and leaders focus on outcomes, Targets focus on something far more personal:
👉 What does this mean for me?
That’s the real station everyone listens to—WIIFM: “What’s In It For Me.”
From a LaMarsh Managed Change™ perspective, successful adoption happens when Targets are informed, involved, and supported early. The best strategy for change is one that meets them where they are—emotionally, practically, and cognitively.
- Get the Word Out Early—Before the Rumor Mill Does
In the absence of information, people fill in the blanks. And when they do, the stories they tell themselves tend to lean negative: “This is going to make my job harder,” or “My role won’t exist anymore.”
The longer leaders wait to communicate, the louder the rumor mill becomes. Early, transparent communication—even if every detail isn’t finalized—helps set the tone and reduces anxiety.
Practical approaches:
- Share what you do know and be honest about what you don’t yet know.
- Frame the change around purpose and impact, not just logistics.
- Use trusted messengers—supervisors, team leads, or respected peers—to share updates in everyday language.
When communication starts early, Targets can prepare mentally and emotionally. They become participants in the change story, not subjects of it.
- Give People a Voice—Input Builds Ownership
Targets need to feel they’ve had some input into the solution. Even if they can’t decide what’s changing, they should have a say in how the change is implemented in their world.
In Managed Change™ terms, this is about moving from “change being done to me” to “change being done with me.”
Practical approaches:
- Hold short feedback sessions or focus groups before rollout.
- Pilot test new processes with frontline employees and use their input to refine the approach.
- Publicly acknowledge and apply suggestions that improve the change—this shows that their voice matters.
When people are invited to help shape the solution, they shift from resistance to responsibility.
- Help Them See Themselves in the Future State
People need to see where they fit. A well-crafted Future State doesn’t just describe what the organization will look like—it paints a picture Targets can imagine themselves in.
When employees understand how their role contributes to success, they begin to rebuild their mental “map” of belonging.
Practical approaches:
- Use visuals—org charts, process diagrams, or day-in-the-life scenarios—to make the change tangible.
- Reinforce the connection between the individual’s role and the overall business purpose.
- Include testimonials or success stories from peers who have already made similar transitions.
When people can visualize themselves in the new environment, fear turns into focus.
- Provide Training That Fits the Reality of Their Work
Training is one of the most tangible signals that the organization is serious about setting people up for success—but only if it’s designed around real-world constraints.
In one Safety initiative LaMarsh Global supported, training was initially rolled out as 45- to 60-minute modules. Operations leaders quickly pushed back—they couldn’t afford to take employees off the floor that long. Instead of pushing harder, the team listened.
They conducted a Pareto analysis of workplace injuries, which revealed that 20% of topics are responsible for 80% of incidents. The team then broke the training into 8- to 10-minute micro-modules, taught by supervisors during “Start of Shift” meetings.
The result? Higher engagement, faster adoption, and immediate application on the floor.
Practical approaches:
- Match training delivery to how and when people actually work.
- Provide short, focused learning followed by reinforcement and coaching.
- Supplement with job aids, quick reference cards, and microlearning tools.
Training should be viewed not as an event but as a process that continues until confidence and competence are evident.
- Communicate in Ways That Resonate
Every message needs to answer the question, “What’s in it for me?” The most effective change communications are those that connect personally, not just professionally.
Practical approaches:
- Use relatable examples, not corporate jargon.
- Emphasize the why behind the change—how it supports safety, customer satisfaction, or future opportunity.
- Equip supervisors with talking points and FAQs so they can reinforce messages in their teams’ language.
- Keep messages concise, repetitive, and emotionally intelligent.
Remember: clarity builds trust. And trust builds momentum.
The LaMarsh Global Perspective
From the LaMarsh Global Managed Change™ perspective, Targets are not passive recipients—they are active participants in success. They deserve early information, real input, relatable messages, and support that matches their daily reality.
When organizations apply these principles, change stops feeling like something done to people and starts feeling like something built with them.
That’s the heart of sustainable adoption—and the foundation of a change-capable organization.
👉 Learn more about how our Managed Change™ Workshop equips practitioners to engage every Target effectively—from initial communication to confident performance in the Future State.
Visit www.lamarsh.com/learning.
