4 actions to influence employee behavior and mindset during change

Summary

Change initiatives continue to face a significant failure rate.

Four key pillars, or actions, can meaningfully increase the success rate of transformation projects.

The “Influence Model” proposed by McKinsey is built around four core elements:

• Role modeling

• Fostering understanding and conviction

• Developing capabilities

• Reinforcing change through formal mechanisms

In December 2025, McKinsey revisited the core principles of an article originally published in April 2016 by Tessa Basford and Bill Schaninger. Although a decade has passed and significant technological advancements have emerged, the model has proven to be remarkably resilient.

A follow-up study confirmed that organizations are eight times more likely to achieve a successful transformation when the four actions of the model are implemented.

Role modeling

Whether consciously or unconsciously (through imitation), role modeling is not limited to formal leaders. Informal leaders — and even groups within the organization — play a critical role in shaping the desired influence on others. People are far more likely to embrace change when they see others embracing it as well.

It is similar to the concept used by television producers who add canned laughter to shows. Viewers instinctively think, “If others are laughing, it must be funny.” In organizations, visible adoption creates social proof. Behavior spreads.

Fostering understanding and conviction

People tend to align their actions with their beliefs. For that reason, understanding the “why” behind change is essential. The rationale must be clearly communicated, reinforced consistently, and explained in a way that resonates. Leaders often underestimate how much context others may be missing. It is critical to be able to clearly answer:

Why are we changing?Why does it matter?

Just as importantly, organizations must ensure the message is not only delivered, but truly understood.

Reinforcing change through formal mechanisms

Does your performance management system genuinely support the desired change?

Organizations frequently undermine transformation efforts by rewarding behaviors that contradict their stated objectives. While financial incentives can play a role, money is not an unlimited motivator. Beyond a certain point, its impact diminishes.

Other factors — such as collaboration, recognition, and a sense of fairness — often have a stronger influence. The way rewards are distributed matters just as much as what is rewarded. Perceived fairness and even unpredictability can either strengthen or weaken motivation to contribute positively to change.

Developing capabilities

Employees must be equipped with the right support to successfully adopt change. This may include time, training, peer groups, mentorship, or structured guidance.

When organizations invest in developing the capabilities required for change, they achieve two outcomes simultaneously: smoother implementation and increased personal engagement. Employees who feel supported are more likely to align with strategic objectives and contribute meaningfully.

This has a direct impact on both individual and team performance.

Leaders should be mindful of these four pillars, as they can significantly influence whether a change initiative succeeds or fails.