Workplace studies are everywhere. It’s no surprise that most relate to the influence of AI on how we work and and feel about how we work.
It certainly throws a spotlight onto how we respond to far-reaching change that we don’t yet fully understand. Not just as organizations navigating how to restructure processes, workflows, staffing and recruitment, but as individuals coping with the impact of continuous, unsettling change on daily life.
We might question our skills, our relevance, our workplace identity and where to put our energy.
According to a 2025 report from The Grossman Group/Harri, organizations are at the tipping point for change, with more than 50% of leaders expecting to implement 3 or more changes in the next two years, and most employees saying they can only absorb 1-2 major changes per year
Worryingly, Gartner’s CHRO priorities for 2026 report suggests that change has become ‘ungovernable’, with workplaces finding it difficult to foster a productive, engaged and skilled workforce.
The pressure of change affects our relationships and interactions at work, and not always for the better. So what does this mean for how we’ll behave in the near future as managers, leaders and employees?
Can we stay grounded, enthusiastic and tolerant? Can we stay respectful, and understand why sometimes we aren’t, and how this affects the people we work with, manage or lead?
Ultimately, we need to stay human when tech ‘fixes’ for everything are all around us, but they can’t solve our biggest interpersonal challenge: How can we really connect with others at work?
Let's jump in.
1: Understand people’s motivations
Ask yourself three big questions to start:
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What gives you energy at work, and what tends to drain it?
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How aware are you of your emotional reactions when circumstances change or pressure increases? (For example, do you get angry, withdrawn, fearful or something else?)
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When you react to change, what effect does that have on the people around you? (Are you helping to build confidence and momentum, or creating uncertainty and tension?)
What you can do:
- Understand what motivates each member of your team and recognize that different people are driven by different motivators.
- Identify individuals who prefer facts, logic, data and rapid results, as well as those who are motivated by ideas, reflection, experimentation and exploring new possibilities.
- Make a deliberate effort to listen more effectively to colleagues and those whose development or performance you support.
- When resistance to new suggestions or directions arises, seek to understand the underlying concerns and sources of discomfort.
- Help colleagues navigate uncertainty by offering broader perspectives on risk and reward, as well as the balance between control and freedom.
- Recognize individual preferences for certainty, established evidence and proven approaches, alongside those who are naturally more open to change and new ways of working.
- Respect different responses to change and understand that there is no single correct way to adapt.
- Acknowledge that some people need more time to adjust when familiar work patterns are disrupted, while others are energised by change and eager to contribute new ideas.
- Practice tolerance and patience when supporting colleagues through periods of change.
- Understand that some team members require clear explanations of the purpose behind change, while others are motivated by the opportunities and possibilities it creates.
- Allow individuals to respond to change in ways that align with their personalities, motivations and working preferences.
No 2: Take overwhelm seriously
With so much change afoot and so many external pressures, it can be hard to feel in control of your day or your ability to meet your goals.
Burnout is serious. Even the most resilient, ambitious, ‘together’ humans can only cope with so much. And those at the upper echelons are just as vulnerable, with half of CHROs experiencing burnout.
The reality is that burnout (the result of chronic workplace stress) is ultimately caused by the decisions and behavior of other humans. It’s avoidable.
What you can do:
- Identify the factors that are causing the greatest levels of stress, uncertainty or exhaustion for yourself or the colleagues you support.
- If constant change is affecting your professional identity or outlook, seek clarity about what is expected of you and where your priorities should lie.
- Identify sources of support, such as a manager, mentor, peer or external advisor, who can provide perspective and guidance.
- Stay focused on agreed expectations and responsibilities rather than making assumptions about future outcomes.
- Avoid assuming your role is at risk without clear evidence and open communication.
- Have honest conversations about expectations, workloads and manageable boundaries during periods of change.
- Recognize that managers may not have all the answers, but transparency and clear communication remain essential.
- If you are a manager or leader, be aware that quieter colleagues may be struggling without openly expressing their concerns.
- Understand that some individuals may avoid raising issues because they fear conflict, vulnerability or potential negative consequences.
- Make yourself available for regular discussion and create opportunities for colleagues to share concerns safely.
- Signpost employees to appropriate wellbeing and support resources when needed.
- Foster psychological safety by creating an environment where people feel comfortable speaking openly without fear of judgment or repercussions.
- Take proactive steps to retain and support valued team members by addressing concerns before they lead to disengagement or attrition.
No 3: Root out disengagement and quiet-quitting
People start quiet quitting if they aren’t receiving clear communication about change or about what’s expected of them and why. If they don’t understand why particular changes need to happen or don’t feel heard when they voice concerns or objections, a toxic culture can emerge.
What you can do:
- If you’re a manager or leader, provide clarity about roles during change and explain how individual contributions positively impact business goals.
- Create a shared sense of project or organizational purpose to help colleagues understand the "why" behind decisions and initiatives.
- Foster a culture of trust and transparency by getting to know your team and allowing them to influence how you work together.
- Seek feedback to understand suspected or actual dissent, identify challenges people face, and assess how these affect their ability to perform at their best.
- During periods of major change, dedicate more time to one-to-one meetings and team discussions focused on realistic mid-term goals.
- Approach conversations with empathy and mentorship rather than confrontation or criticism.
- Increase opportunities for connection across all levels of the organization, particularly for remote workers.
- Prioritize reducing silos and addressing potential social isolation through both formal and informal interactions.
- Proactively recognize good work and valuable ideas.
- Express appreciation regularly by saying thank you more often.
No 4: Review your skillset – interpersonal as well as technical
Increasingly, we need to be prepared to upskill and embrace continuous learning. But it’s not just about functional skills. With so much AI-related change, it’s a ideal time to review your interpersonal skills.
Being able to have self-aware, emotionally intelligent conversations is the key not only to great teamwork, but to forging your own career path.
What you can do:
- Assess whether you have strong people-focused skills, including communication, negotiation, conflict management and empathy, even if your role is primarily technical.
- Recognize that these skills are essential for navigating the future of work and building effective workplace relationships.
- Consider whether you feel equipped to handle a variety of situations and personality types while maintaining patience and confidence.
- Identify any gaps in your interpersonal or leadership skills and reflect on what may be preventing you from developing them.
- Explore available training opportunities and take proactive steps to strengthen these capabilities.
- If you are a manager, support your team members in accessing relevant training and development resources.
- Advocate for increased investment in training and development by seeking senior leadership support where necessary.
No 5: Flex your communication style
We shouldn’t bury our heads in the sand when it comes to differences of opinion and communication styles. We can benefit from respectful, balanced conversation about the communication choices they make and how that affects others. Because that’s the rub: We have a choice on how we voice things, whether we’re Thinkers or Feelers, introverts or extraverts, or people led by hard facts/rational thinking or by emotion/ human impact.
What you can do:
- Reflect on, or directly ask, how your communication style is perceived by others and identify opportunities to adapt your approach for better mutual outcomes.
- Recognize that improving how you communicate is one of the simplest and most effective ways to become a better team member.
- Consider whether a measured, steady and consultative approach may be more effective for certain colleagues or situations.
- Assess when a faster-paced, results-focused approach may be more appropriate and effective.
- Before group meetings and one-to-one conversations, take time to consider colleagues’ preferred communication and learning styles.
- Tailor your approach to align with what motivates and engages each individual.
- Avoid relying solely on your default communication style, particularly when under pressure, impatient or fatigued, as it may not deliver the outcomes you need.
- Invest in training and development opportunities to improve your communication skills and strengthen the quality of your conversations.
- Recognize that change will remain a constant feature of the workplace and may arrive sooner than anticipated.
- Prepare for the likelihood that your organization and team will operate differently in the coming years and adapt accordingly.
So while senior leaders are busy rethinking how our work gets done and how AI in particular might influence or transform the business, we can all work on our interpersonal skills and our ability to stay human, respectful, approachable and employable.
Insights Discovery is an L&D training system that creates high-performing teams by enhancing awareness and workplace relationships. Using a memorable four-color model to illustrate different behavioral styles, it creates a common language that connects colleagues across geographical and cultural boundaries, fostering collaboration, driving productivity and transforming workplaces.
