How to Foster a Culture of Change and Collaboration
We’re Ready For Change Workshop (A Jarther+ Case Study)
“For the first time, I saw change not as a disruption, but as an opportunity to grow”.Here’s the challenge:
The CEO of a multinational organisation had a clear goal: get the leadership team fully aligned and accelerate transformation across the organisation. But the organisation had a deeply ingrained, cautious culture that met change with scepticism and hesitation. Silos, disengagement, and even frequent resignations had become the norm. Simply introducing a new strategy wasn’t enough. The real task was to shift the culture from ‘flight or fight’ to curiosity, adaptability, and positive engagement when it comes to change. Change had to be more than an idea – it had to be something people felt.
Here’s our response:
At Jarther+, we believe that transformation isn’t just about process and strategy - it’s about people. So, we worked alongside the leadership team to design a solution that addressed both the intellectual and emotional aspects of transformation. We knew that to foster lasting change, we had to meet people where they were – acknowledging their fears, building trust, and empowering them to act.
The first step was equipping the leadership team with practical tools and frameworks to navigate change, like the Kübler-Ross change curve, learning loops, and Dr Carol Dweck’s growth mindset. These frameworks were introduced early on and repeated through leadership discussions and workshops, ensuring leaders not only grasped the theory of change but also integrated it into their own leadership styles. By the time we engaged the broader organisation, the leadership team could already live these principles, allowing them to champion the session with authenticity, confidence, and a deep understanding of their shared change journey.
One of the most powerful moments in the workshop came when executives stepped up to share their own personal experiences with change. They spoke about moments of struggle, adaptation, and growth – stories of uncertainty and resilience that resonated deeply. In doing so, they humanised change, shifting it from something imposed from above into something deeply personal and relatable.
We often view change as disruptive and unsettling. And lets face it – it is. But it can also be as natural as the changing leaves in autumn. Just as trees shed their leaves to make way for new growth, organisations must embrace transformation to reach their full potential. Through a series of interactive exercises, employees were then invited to reflect on their own experiences with change. What had worked for them before? What strengths had they used to navigate uncertainty? This wasn’t about prescribing solutions – it was about helping them recognise that they already possessed the tools to adapt and thrive. The shift was profound. Instead of seeing change as something to endure, employees started to see themselves as active drivers of transformation.
Equally important, we knew that change isn’t effective unless it’s actionable. So, every participant left the session with a clear, immediate commitment – a small but meaningful step they could take to support the transformation. By focusing on real, immediate commitments - things they could begin implementing right away - we ensured the session didn’t just inspire, but also created momentum for lasting change.
More importantly, here is the impact:
The “Ready for Change” session had more than just a one-time impact. It set the stage for a lasting culture shift, fostering collaboration, trust, and a renewed commitment to transformation. The key outcomes included:
Enhanced Change Capability: Employees not only understood the psychology of change – they recognised that they already possessed tools to navigate it. This boosted individual and collective confidence in approaching the organisation’s transformation journey.
Increased Collaboration: By facilitating cross-team dialogue and sharing experiences, the workshop broke down silos and created a more connected and cohesive organisation.
Renewed Energy and Engagement: By making change personal and meaningful, employees felt heard and empowered. Instead of resisting transformation, they embraced it as an opportunity for growth.
Leadership Alignment and Momentum: With executives leading by example and managers equipped with the tools to drive change, the organisation benefited from sustained leadership alignment. This created a ripple effect, ensuring that the momentum generated during the session didn’t fizzle out but instead continued to drive transformation.
Action-Oriented Commitments: The session didn’t just inspire change; it gave the team clear actionable steps to implement it in their daily work.
At Jarther+, about how we can help you accelerate strategic implementation and develop a clear workplan and reporting framework that ensures employee and leadership buy-in.