Change is a constant in today’s business world. But successful organizational change? That’s something many still struggle to master.
As companies restructure, shift leadership, or adapt to new technologies, one thing remains true: the success of any transformation depends on the people bringing it to life. And no one plays a more critical role than your frontline managers and people leaders.
New research from WorkTango and TalentLMS reveals a growing gap between what leaders are expected to deliver during change and the support they actually receive. No matter what kind of change your organization may be going through, here’s what our data shows and what you can do about it.
The Problem: Managers are expected to lead change without the right support
Organizational change is rarely a smooth process. Even with the best intentions, it can create uncertainty, disrupt routines, and increase pressure across your teams. While strategies and goals may shift at the top, the impact is felt most acutely by your employees on the ground. And in times of change, those employees look to their direct leader for clarity, stability, and direction.
Our research shows just how deeply change affects the employee experience:
Why widespread burnout signals a deeper leadership gap
The data paints a clear picture of the emotional strain employees experience during change. Behind that strain is a structural problem. When anxiety, stress, and burnout are this widespread, it suggests a lack of real-time communication, unclear expectations, and inconsistent support at the team level.
Leadership should be a stabilizing force during transitions, but too often, managers are left without the information, feedback, or tools they need to play that role effectively. Without access to employee insights or timely updates from leadership, they are forced to operate reactively, managing uncertainty without context.
The Gap: The right manager support exists, but it’s misaligned
On paper, it may look like your support is in the right place. Executives make announcements at company-wide meetings. Emails go out. And while these are all common and necessary parts of an organizational change communication strategy, this broad approach doesn’t always reach the people who need it most.
So the question isn’t whether communication is happening, but rather whether it’s helping managers understand how their teams are experiencing change on an individual level.
Our research shows that this is where organizations may be missing the mark. Managers, the very people tasked with leading others through change, are often left out of the feedback loop and operating with limited visibility:
- Only 23% of managers said they received any feedback about how employees were coping with change
- Just 36% of employees felt they had opportunities to share feedback during the process
- Only 34% of employees said they had clarity on how change would impact their work
- Only 23% of employees received transparent updates from leadership
- 26% of employees said they received no support from their company at all
Why traditional communication strategies fall short
Company-wide updates and leadership announcements are important, but they don’t give managers the clarity they need to lead in real-time. To drive successful organizational change, your leadership needs real-time insight into how change is affecting their teams. Without clear, ongoing access to employee feedback, they’re left guessing. They can’t clarify impact, course-correct early, or deliver consistent messaging in moments that matter.
This lack of enablement weakens the connection between strategy and execution. But the data also reveals something promising: managers are stepping up anyway. Informal leadership is already happening and is exactly where the opportunity lies.
The Opportunity: Managers are still stepping up
Despite limited resources, managers are leading informally to support their teams during times of change. Your employees are noticing it. Fifty-eight percent of employees said their manager was supportive during recent organizational changes. From our research, this is the highest-rated source of support across the board. This isn’t a coincidence. It points to a consistent pattern of informal leadership already happening on your teams, even when managers aren’t fully equipped to lead.
How to build on the leadership that’s already happening
Managers are already taking on the work of change leadership, even without being formally asked or equipped to do so. That level of motivation is no small thing. It reflects a willingness to lead that can’t be forced or taught, and it’s exactly what makes change possible.
But motivation is only half the equation. Without the right tools, structure, and support, even the most committed managers will hit a wall. However, by formalizing what’s already working and providing managers with the insight they need, you can turn natural leadership into consistent, sustainable impact.
Impact Spotlight: Harris Computer
During a period of rapid growth, Harris Computer expanded from 3,000 to over 15,000 employees. To maintain alignment and engagement, they partnered with WorkTango and implemented its Surveys & Insights platform.
The results were powerful: manager-level eNPS increased by 20 points, and 12 percent more employees reported having meaningful one-on-one conversations with their managers. From this, eNPS rose by 24 points companywide.
By equipping managers with real-time feedback and clear action plans, WorkTango helped Harris turn growth into a people-first transformation.
The Solution: Enable leadership with the right tools
Employee surveys are the most effective way to understand how employees are experiencing change. They give your organization the insight it needs to lead with clarity, and they give managers the visibility they need to support their teams with confidence. When used intentionally, employee surveys become a core part of how change is managed, communicated, and improved.
Here are six ideas for how to make that happen:
1. Build employee surveys into the organizational change process
Employee surveys should be a regular and expected part of how organizational change is rolled out. Surveys before, during, and after major shifts give you a clearer view of what’s working and where teams need support.
2. Share results directly with managers
Managers shouldn’t have to rely on instinct. When survey results are delivered in a timely and actionable format, they can respond quickly and lead more effectively.
3. Equip managers to take action
Employee feedback is only useful if it is followed by action. Find tools that make it easy for managers to interpret survey results, adjust priorities, and lead conversations that reflect what their teams are actually experiencing.
4. Close the loop with employees
Encourage and train managers to communicate how employee feedback is influencing the change. When managers clearly communicate the actions they have taken and the reasons behind them, it fosters trust and demonstrates to employees that their input matters. This kind of follow-through increases transparency, strengthens engagement, and makes future feedback more meaningful.
5. Make surveys a continuous habit
Consistent employee surveys create stronger outcomes. With the support of survey technology, organizations can maintain visibility over time and give managers the insight they need to adjust before issues escalate.
6. Invest in the right employee survey technology
Technology makes it easier to gather, understand, and act on employee feedback during change. The best employee survey software will help you track how employees are adjusting, identify early signs of resistance, and uncover trends that need attention. It also ensures that the right insights reach managers in time to guide their teams effectively through each stage of the organizational transformation process.
Surveys won’t lead change on their own. But when they are part of a consistent feedback loop, they become one of your most powerful tools for enabling managers and supporting your people.
What you can do right now
If you want change to succeed, focus on the people leading it every day. Managers already have the motivation and trust of their teams. Your job is to make their efforts scalable, visible, and sustainable.
Start here:
- Recognize that managers are already leading informally and have the trust of their teams
- Address the disconnect between expectations and support by sharing timely, relevant feedback
- Train managers to respond to feedback with empathy, clarity, and confidence
- Use employee surveys to create real-time visibility into how change is being experienced
- Turn feedback into action by equipping managers with the tools and support they need
Organizational change is carried out by your employees. When managers have what they need to lead effectively, your entire organization is better positioned to adapt, align, and move forward.
To learn more, download TalentLMS & WorkTango’s Organizational Change: Cracks in the Transformation Playbook to dive deeper into the data and discover more ways to support managers during transformation.
