How to drive change while keeping your team engaged

Keywords: change, problemsolving, engagement, mentalhealth, leadership, transformation

Date: 30 April 2025, WorkLife Digital

The mantra “move fast and break things” originated as an internal motto at Facebook, coined by CEO Mark Zuckerberg in the early 2000s. Yet, as many organisations have learned the hard way, unchecked speed often leaves behind a trail of broken systems, strained relationships, and employee burnout. For business leaders and managers, the real challenge is not just to solve problems quickly, but to do so in a way that strengthens teams, builds trust, and enhances overall wellbeing.

Another approach that emphasises moving fast and fixing things offers a practical, human-centred playbook for tackling workplace challenges. This method doesn’t just address the issue at hand; it also reduces frustration, fosters autonomy, and boosts mental health and productivity across your organisation.

Monday: Diagnose the real problem

Most leaders are confident in their ability to identify problems. However, our initial diagnoses are often clouded by assumptions or biases. The first step is to turn statements into questions. Instead of declaring, “My team isn’t motivated,” ask, “What’s really going on with my team?” This shift in mindset encourages curiosity and opens up space for honest dialogue.

Engage directly with those involved. Have the courageous conversations that polite company often avoids. You may discover that what you perceived as entitlement in your employees is actually a response to outdated practices or unmet needs. By involving others in the diagnostic process, you not only clarify the real issue but also signal respect and trust – both key ingredients for psychological safety and autonomy.

Tuesday: Run smart experiments

Once you’ve reframed the problem, resist the urge to craft a perfect solution. Instead, design a “good-enough” plan and test it quickly. The goal isn’t flawless execution, but learning. For example, if trust is lacking, experiment with new communication habits or transparency measures. If a process is broken, trial a small change and observe the impact.

This experimental mindset reduces the fear of failure and empowers teams to take initiative. When employees see that leadership values learning over perfection, they feel safer to try new ideas - fueling both autonomy and innovation.

Wednesday: Seek diverse perspectives

Solving complex problems requires input from people who think differently. On Wednesday, share your plan with colleagues whose backgrounds and experiences diverge from your own. Whether it’s a new hire, someone from a different department, or a team member with a contrasting worldview, their feedback can reveal blind spots and spark creative solutions.

Research consistently shows that diverse teams outperform homogeneous ones, especially when tackling novel challenges. By actively seeking out different perspectives, you not only improve your plan but also foster a culture of inclusion and mutual respect. This, in turn, strengthens mental wellbeing and reduces workplace frustration by ensuring everyone feels heard and valued.

Thursday: Harness the power of storytelling

Change is hard, and people need stories to make sense of it. On Thursday, craft a narrative that honours the past, acknowledges the present, and paints a vivid picture of the future. Share why change is necessary, what’s at stake, and how everyone fits into the journey ahead.

Effective storytelling builds alignment and motivates action. It also helps employees process uncertainty and find meaning in their work - a proven driver of engagement and resilience. By celebrating both past achievements and future possibilities, you create a sense of continuity and shared purpose.

Friday: Take decisive action

After a week of learning, listening, and refining, it’s time to act. Strip away unnecessary bureaucracy and move forward with urgency. Action signals commitment and energises the organisation. It also provides real-world feedback, allowing you to iterate and improve further.

Leaders often ask when the right time is for big change. The answer is almost always “now.” Delaying action prolongs frustration and erodes morale. By acting swiftly - armed with insight and different viewpoints - you demonstrate respect for your team’s time and energy.

Beyond problem-solving: The broader benefits

Adopting this approach:

Eases frustration: By involving employees in diagnosis and solution-building, you address root causes and reduce recurring problems.

Develops autonomy: Empowering teams to experiment and learn fosters ownership and initiative.

Improves mental wellbeing: Open dialogue, diverse perspectives, and clear narratives create a psychologically safe environment where employees feel valued and supported.

Boosts productivity: When people feel heard, trusted, and aligned with a clear purpose, their engagement and output soar.

As one leadership expert observed, “No one has ever said, ‘I wish I had taken longer and done less.’” The real regret is inaction and missed opportunities for growth. By practicing this approach, leaders can transform not just their organisations’ outcomes, but the daily experience of everyone who works within them.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

Frances Frei, Anne Morriss | Harvard Business Review Press, 2023

Move Fast and Fix Things: The Trusted Leader's Guide to Solving Hard Problems