If they feel excluded, then they're more likely to resist. The first step is to bring your team into the conversation. Validate their feelings too then ask for their input moving forward. What’s been working? What hasn’t? How can we make this transition smoother together? Involve them in impactful ways, like brainstorming solutions or piloting new workflows. Also, acknowledge their contributions. When people see their ideas in action, it reinforces their value and strengthens their buy-in.

To re-engage employees feeling excluded from the change process, begin by fostering open communication through regular updates and forums where they can voice their concerns and ideas. Involve them in decision-making by forming focus groups or committees that allow for collaborative input on changes. Provide clear explanations of the reasons behind the change and how it benefits both the organization and employees. Offer training and resources to help them adapt to new processes, ensuring they feel equipped and supported. Finally, celebrate small wins throughout the change journey to reinforce their contributions and create a sense of shared ownership in the transformation.

To re-engage employees who feel excluded from the change process, prioritize transparency and inclusion. Begin by openly communicating the reasons for the changes, their impact, and the expected outcomes. Create forums, such as town halls or team workshops, where employees can voice their concerns, ask questions, and provide input. Actively involve them in decision-making by forming cross-functional committees or task forces to address specific aspects of the change. Recognize and incorporate their contributions to foster a sense of ownership. Maintain regular updates and celebrate milestones to keep everyone aligned, motivated, and invested in the journey.

Clarify the purpose of the change: Highlight its value and impact on team goals. Invite open dialogue: Create safe spaces for feedback and address concerns. Assign roles in the change process: Give employees ownership of specific tasks. Communicate progress regularly: Share updates to keep everyone informed. Acknowledge contributions: Recognize efforts and celebrate milestones. Provide training and support: Equip employees with the tools they need to adapt. Stay available: Be accessible for questions and guidance throughout the process.

To ensure employee inclusion in change processes, I prioritize open communication, active listening, and collaborative decision-making. By sharing information transparently, seeking feedback genuinely, and involving employees in the process, we foster a sense of ownership and engagement. This approach not only improves the success of change initiatives but also strengthens the overall employee experience.

I once inherited a team halfway through a major reorg, and the silence was deafening. They felt decisions were made behind closed doors. I started simply: “What worries you?” I remember how faces softened as their voices found space. We began holding informal roundtables, acknowledging past missteps, and inviting real feedback early on. It wasn’t just about adding policies; it was about restoring trust. Give employees a seat at the table—and really listen. They’ll re-engage, one honest conversation at a time.

I’ve found that giving people a sense of 𝒄𝒐𝒏𝒕𝒓𝒐𝒍 (not over whether change happens, but how it’s executed) can make all the difference. By explaining the “why” behind the change and its potential benefits, you build understanding and trust. Then, I focus on creating opportunities for involvement. Letting team members lead specific aspects of the change, or even refine parts of the plan, empowers them to take ownership. It’s not about handing over the reins entirely but about giving them meaningful ways to contribute. This approach fosters collaboration and taps into their insights, often improving the change process itself. When employees feel their voices matter and their efforts shape the outcome, engagement follows naturally.

Change fails when people feel excluded. Re-engagement isn’t about managing people—it’s about reigniting belief. Start with clarity: share the purpose behind the change and the vision for what’s ahead. People don’t follow orders; they follow meaning. Next, listen—not to respond, but to understand. Your team holds the answers you’re looking for if you’re willing to hear them. Show that their input matters by acting on it. Finally, shift from control to empowerment. Give your team ownership of the change. Trust them to rise to the challenge, and they will. Re-engagement begins when people see themselves in the story you’re writing together.

Change is a constant, but leaving your people behind shouldn't be. When they feel excluded, you breed apathy and resistance. Want to re-engage them? Flip the script: Confront the Elephant: Don't shy away from the discontent. Let them vent – and really listen. No Secrets: Explain the "why." Lay bare the process, the good, the bad, and the ugly. Give Them a Seat at the Table: Ask for their input. Let them shape the change. Equip Them: Training, resources, coaching – pave the way for them to succeed. Catch Them Doing it Right: Acknowledge the effort, celebrate the wins, big and small.

Share the big picture and also how important the change is in achieving the goal.Employees who believe they are making a difference will be more involved and willing to participate.