Have a strong game, and seek first to understand. When new things arise workforce theory doesn’t change, not at the fundamental level. Only the context of how it is applied adapts. We’ve all been in the situations where we have to produce the same analysis untold times. If you understand *how* to engage theory and practice, take the needed time to fully understand what type of work you are planning for, how it gets to associates, how those resources can be deployed, what they need to be able to do, how long it takes to learn to do it, and how to keep them happy - there’s a lot less rework. If you keep your game smarts strong, you can apply successfully to any context you pause and take the time to understand.

It requires transparent communication and a people-first approach. Begin by acknowledging the challenges and clearly explaining the reasons for the changes to build trust and alignment. Involve the team in shaping the implementation, allowing them to voice concerns and suggest solutions. As John Kotter emphasizes in Leading Change, creating a sense of urgency paired with empowerment fosters engagement. Recognize individual and team contributions during the transition, and provide resources or training to help them adapt. In my experience, celebrating small wins during periods of uncertainty not only sustained morale but also reinforced a sense of collective resilience and progress.