3 Brain-Smart Ways to Make Change Actually Stick in 2026

When COVID hit, and we all suddenly shifted to remote work, most of us were completely unprepared. Not just logistically—but for the human side of change. Overnight, people worried about staying connected, being seen as valuable, having the right tools, and being treated fairly while working from home. We learned the hard way that successful change isn't just about new processes—it's about helping people's brains accept something different.

As we head into 2025, whether you're implementing new technology, adjusting team structures, or simply trying to improve how things get done, the same principle applies: people resist what feels threatening and embrace what feels rewarding.

Here are three brain-smart approaches that will help your changes actually stick:

1. Make Change Feel Safe, Not Scary

Our brains are wired to protect us from threats—and change often feels threatening, even when it's beneficial. People unconsciously ask: "Will this affect my standing? Will I know what's expected? Do I have any control? Will I still belong? Is this fair?"

What to do: Before announcing any change, pause and ask yourself: "How might this threaten people's sense of control, clarity, or fairness?" Then address those concerns upfront.

I saw this play out recently when I set a stretch goal for three different teams—finish a project two weeks early for extra time off and a monetary reward. Same goal, completely different results:

• Team 1 embraced it. Their leader explained the benefits, asked for their input, and sent weekly updates. They achieved the goal.

• Team 2 had planned vacations and felt the goal was unrealistic. Their leader didn't address these concerns. They didn't achieve it.

• Team 3 was already understaffed. The goal created anxiety and frustration rather than motivation.

The lesson? The same change can feel like a reward or a threat depending on how you present it and whether it fits people's reality.

2. Get Real Buy-In (Not Just Compliance)

There's a big difference between people going along with change and people genuinely supporting it. Real buy-in happens when people trust you and see what's in it for them.

What to do: Build trust first by being transparent about the "why," involving people in shaping the "how," and clearly showing what they'll gain.

When people feel respected and included in the process, they become your change champions rather than passive participants. They start asking "How can we make this work?" instead of "Why do we have to do this?"

Remember: demanding compliance reduces people's sense of control and actually demotivates them. But when people understand the reasoning and feel heard, they're much more likely to not just comply, but actively contribute to making the change successful.

3. Build Habits That Actually Last

Creating new habits and breaking old ones require different strategies. New habits need repetition and positive reinforcement. Breaking old habits requires conscious awareness and systematic replacement.

What to do: Follow this four-step process:

1. Start with why - Help people understand the benefits

2. Show early wins - Give people quick positive experiences

3. Make it normal - Integrate the new behavior into regular workflows

4. Embed it in systems - Make the new way the easiest way

We used this approach when shifting our team from phone calls and emails to texting with clients. Initially, people resisted—texting felt impersonal. But we started by explaining why (faster, more convenient for clients), showed them efficiency metrics proving faster resolution times, normalized it as the preferred workflow, and eventually it became so embedded that people couldn't imagine working without it.

Now texting isn't just accepted—it's preferred. That's the difference between forced compliance and genuine habit change.

Your 2026 Change Strategy

As you plan changes for the new year, remember: habits are hard to break and hard to create, but with the right approach that respects how people's brains work, you can help your team develop productive workflows rather than create resistance.

The key is to make change feel safe, get genuine buy-in, and build habits systematically. When you do this, you're not just implementing change; you're creating a lasting transformation that people actually want to sustain.