Leading Through Change: Leadership Strategies for Employee Engagement + Morale in Disruptive Times

Change is inevitable—but when disruption becomes the norm, leadership must evolve. In an era where transformation happens at breakneck speed, organizations often focus on tools, systems, and frameworks. What can be lost in the process is the human element—the employees who must adapt, implement, and carry that change forward.

This was the central theme of the panel discussion “Leading Through Change: Leadership Strategies for Employee Engagement + Morale in Disruptive Times.” Experts across technology, innovation, and strategic leadership shared their lived experiences and practical advice on how to lead with clarity, empathy, and adaptability.

Key Takeaways:

• Change starts with self-awareness and modeling adaptability. Leaders must reflect on how they personally navigate disruption and model the behaviors they want to see.
• Upskilling is not optional—it’s strategic. Cultivating a learning culture with tools, certifications, and peer learning supports change resilience.
• Cultural readiness is just as critical as technical readiness. Especially during mergers and acquisitions, assessing stakeholder sentiment and cultural compatibility early can mitigate resistance.
• Champions drive momentum. Identifying and celebrating informal leaders who embrace change can accelerate organization-wide buy-in.

Cultivating a Culture of Adaptability

Mary Beth Green, Chief Innovation Officer at Sheetz, highlighted the importance of adaptive cultures. Her experience launching an innovation office during a period of rapid growth taught her that ambiguity demands a special kind of talent—what she referred to as “T-shaped” or “purple people.” These individuals combine deep expertise in one area with the curiosity and interpersonal skills to collaborate across domains.

To lead effectively through disruption, Green argues, leaders must be willing to cultivate these qualities within themselves and others. This means experimenting with tools like AI, engaging in cross-functional initiatives, and even teaching or mentoring to stay sharp and connected to future talent.

Upskilling as a Strategic Imperative

Kevin Myers, Salesforce Practice Director at HIKE2, emphasized that transformation requires a structured approach to skill development. Whether through certifications, internal knowledge sharing, or introducing practical tools across departments—including HR and talent acquisition—his team treats learning as a continuous, proactive process.

Crucially, Myers pointed out that the nature of technical work is shifting. With AI, tasks may move from hands-on development to verification and prompt design. Thus, upskilling is not just about keeping pace with tools but preparing teams for entirely new ways of working.

The People Side of Mergers & Acquisitions

Robert Sheesley, CIO at Bump, brought a valuable perspective from his experience leading over two dozen acquisitions. He cautioned that successful integrations hinge on more than financial synergy or IT systems alignment. What often gets overlooked—and later proves critical—is the cultural integration.

Sheesley advocated for conducting change readiness assessments across stakeholder groups, using models like the Kubler-Ross change curve to identify where resistance may arise. Engaging informal champions early and frequently was one of his go-to strategies to reduce friction. His story about a management team silently quitting during a system rollout underscored the risks of neglecting emotional and organizational preparedness.

When Change Efforts Stall

All panelists acknowledged that not all initiatives succeed immediately. Failures or stalls often trace back to a lack of alignment within leadership. Without active, visible support, even the most thoughtfully designed changes can falter. In such moments, Myers encourages leaders to “succeed faster”—borrowing from agile methodology to pivot quickly based on feedback. Green reiterated the need for internal champions who can energize momentum when leadership support is lacking or slow.

Tapping Into Legacy Knowledge

A particularly nuanced question from the audience focused on leveraging the wisdom of legacy employees. As organizations digitize, long-tenured staff may resist change—not out of fear, but due to justified skepticism. Sheesley suggested structured documentation goals and performance incentives to unlock that knowledge, while Green encouraged cross-functional pairing, so that new systems are built with real-world expertise embedded from the start.

The Future of Talent: Specialists vs. Generalists

As AI becomes increasingly capable, will generalists outpace specialists in value? The panel had a nuanced take. While all agreed that technical skills can often be taught, what stands out are traits like problem-solving, collaboration, and curiosity. These are the hallmarks of resilient employees in any role. Green pointed out that diversity of experience, mindset, and discipline fosters creativity—another future-ready skill. Sheesley emphasized that interview processes should include real-world team challenges to identify candidates with these core competencies.

Disruption isn’t going away. Whether it’s AI, new technologies, or organizational restructuring, leaders must prioritize not just what’s changing, but how change is experienced by their teams. The strategies shared in this panel offer a practical, people-first roadmap for navigating that terrain with purpose.