Change Management in the Workplace: A Practical Framework for HR Leaders and Business Executives

Episode 15

Struggling to get your team on board with new initiatives—or wondering why change efforts often fall flat?

You're not alone.

In episode 15 of The People Success Circle, we're tackling one of the biggest workplace challenges: change management in the workplace.

My guest, consultant and speaker Katherine Robinette, shares her proven 5-step TABLE framework to help leaders implement change with clarity, trust, and alignment. Whether you're leading a team through restructuring, onboarding new technology, or navigating leadership transitions, this episode is packed with insights for HR professionals and business leaders.

🎧 Listen in or read on for actionable takeaways you can apply right away.

In Episode 15 of The People Success Circle, I talk with Katherine Robinette—consultant, speaker, and founder of Keystone and Raven—to explore what real change management looks like in 2025.

  • A breakdown of Katherine’s 5-step TABLE framework for intentional change (Target, Assess, Build, Lean, Evaluate)

  • The critical role middle managers play in reinforcing—or resisting—organizational change

  • Practical ways leaders can build trust and improve communication during times of transition

  • How to avoid common mistakes like skipping evaluation and feedback after change is implemented

  • Insights on adapting to modern workplace shifts, from leadership transitions to AI integration

  • Why career development and leadership succession planning are non-negotiables in 2025 and beyond

    🎧 Tune in or keep reading for powerful strategies you can apply in your workplace right away!

🔗 Helpful Links

🌐 Mindy’s website for business consulting: https://www.limerockcareerco.com

🎧 Listen to the podcast on Spotify, Apple Podcasts

📸 Follow Mindy on Instagram

💼 Connect on LinkedIn

🎤 Book Mindy to speak at your next conference

Episode 15: Watch or Listen

 

Key Takeaways From My Conversation With Katherine Robinette

Leading Change Starts with Clarity and Intent

Katherine’s TABLE framework reminded me that effective change management in the workplace begins with defining clear goals. If your team doesn’t know why the change is happening or what success looks like, resistance is inevitable. Take the time to articulate the outcomes—and make sure they're meaningful to your people.

Build Trust with Transparent Communication

When we lead through change, we’re not just managing processes—we’re managing emotions. I loved Katherine’s point about “trust acts” and how much people crave honest, timely updates. It’s not about having all the answers—it's about consistently communicating what you do know, what’s coming next, and how team members can be involved.

Middle Managers Are the Real Change Agents

As someone who’s worked closely with leaders at every level, I couldn’t agree more: middle managers carry the culture. They’re both employees and messengers of leadership, which means they have enormous power to either reinforce or resist change. Investing in their development and clarity pays off across the organization.

Celebrate the Small Wins (and Build in Feedback)

Too often, we power through big initiatives without pausing to reflect or adjust. Katherine emphasized building in intentional evaluation points—and even using celebrations as a way to gather feedback. That approach not only boosts morale, but also helps us course-correct in real time.

Don't Wait to Talk Career Growth

One thing that stuck with me is how quickly today’s employees—especially Gen Z—want to see a growth path. Katherine recommends having those career conversations as early as 90 days in. That might feel fast, but it’s key for retention and clarity. Development plans aren’t just “nice to have”—they’re strategic.

People First, Profits Follow

If you’re struggling to get leadership buy-in, here’s what I remind my clients: when the people side of the business isn’t working, everything suffers. Sales, service, retention, culture—it’s all connected. When you invest in your people, you build the foundation for long-term success. And it all starts with seeing what’s really going on behind the curtain.

🎧 Want the full story, examples, and action steps?

Listen to the full episode of The People Success Circle for more insights on building a thriving culture that drives results.

Read the full transcript

Mindy:
Welcome to this week's episode of The People Success Circle podcast. Joining me today is Katherine Robinette. She is a speaker and a consultant who helps leaders at all levels create a place where people want to come to work. She's the president and owner of Keystone and Raven, and her work has helped dozens of leaders target their goals, build trust, and make space for what matters most to them and to their teams.

Thank you for joining me today, Katherine. I'm so excited that you're here to join me.

Katherine:
Thanks so much for having me.

Mindy:
I would love if you could just start out by telling us a little bit about Keystone and Raven and how you became an expert in the people side of the business.

Katherine:
I’ve been studying the employee experience since around 2007, I think. I was introduced to the book First, Break All the Rules by Marcus Buckingham and Curt Coffman, and it was the first business management book I read that actually made sense to me.

The prevailing business management thought at the time was: “You can fix all of your weaknesses if you just work hard enough and take enough training.” And this book basically said, “Nope. People are good at what they're good at. They're not going to change very much.” So bringing out their best is hard enough—just focus on that. I thought, what brilliant management advice that is.

That really set me on my path. I've kind of always been a leader from the middle. I’ve had managerial titles, but I lead by example and by modeling what I wanted to see in my managers and in my organizations.

I was educating myself constantly on how to do that. And I had a realization: all of the tools I was using for marketing and business development—wooing the client, vetting the client, keeping the client happy—were the same tools we need to use internally for employee engagement, culture shift, and change management. So I started applying those tools in that space.

Mindy:
I love that. So I actually have a degree in public relations and marketing, and I often say I use my degree in marketing every single day in human resources. Because I’m recruiting, re-recruiting, and engaging people in the workplace.

Your employment brand—what people think of when they think of working for your organization—is so important. That intersection of marketing and human resources is very clear.

Katherine:
Yeah, it’s all about reading the audience and giving them what they need.

Mindy:
Your brand and your messaging are very vibrant and very positive. What values are non-negotiable for you when it comes to work and to your clients?

Katherine:
That’s funny. I did the Brené Brown values assessment—it’s on her resources page, part of her Dare to Lead body of work.

She has you go through and circle value words without giving definitions, so you self-define. Her philosophy is that two values usually guide the majority of your life decisions—not cookie decisions, but life decisions.

For me, the two that came up were:

  1. Integrity—my word is my bond; truth is important.

  2. Being of service—being helpful.

Those are non-negotiable. I don’t work with shady people. If I get a suspicious vibe, I’m out. If someone doesn’t have a servant-leader or people-first mindset, I’m out. If it’s all about profit and not about people, that doesn’t align with being of service.

They are double-edged swords, though. My integrity can make me have snap judgments or trouble getting past first impressions. And being of service makes it hard for me to say no. Now that I work for myself, I have more control over my time, but when I was in-house, it was hard not to keep saying yes.

Mindy:
Yeah, for sure. I got advice recently that said, “If it’s not a hell yes, then it’s a hell no.” I wrote it down and stuck it to my board. That was great advice.

Katherine:
Yes! And unapologetically, right? We don’t owe anyone explanations.

Mindy:
Exactly. So one of your areas of expertise is change management. I’d love to dive into that.

Wait—I’m seeing a typo in my notes. It says “neurodiversity at work” instead of change management. That was last week’s episode! I panicked for a second. Let’s try that again.

One of your areas of expertise is change management in the workplace, and I feel like we’re all living in a constant state of change. It's even more intense in 2025 than it was six months ago.

You’ve developed a five-step TABLE framework for intentional change. Can you walk us through that and how it works in real life?

Katherine:
Yes, absolutely. The TABLE framework came from the idea that, in the face of change—especially change we didn’t choose—we tend to armor up like we’re going into battle. But successful change management isn’t about going to war. It’s about bringing everyone to the same table.

T is for Target Your Goals. What are the outcomes you’re trying to achieve? The more tangible, the better. People can’t grasp a $5.3 billion revenue goal, but they can grasp, “Here’s what we’ll be able to do once we get there.”

A is for Assess and Address Expectations. This is the resistance piece. You can make educated guesses about what people will be freaked out about—or better yet, ask them. But don’t ask unless you’re going to take action on their input.

B is for Build Simplicity. Make the steps for adopting the change as simple and familiar as possible. Use the example of switching software—show how it’s similar to the old system so people feel less overwhelmed.

L is for Lean Into Trust Acts. This is the communication piece. In change situations, people are judging not just the outcome but also how the change is being handled. Are you communicating clearly? Who’s making decisions? How can people contribute? Just tell the truth—even if nothing is happening, say that.

E is for Evaluate and Adjust. This is the step most companies skip. They communicate, implement—and walk away. Build in pauses to evaluate: is this working? Are people adopting the change? If not, course-correct while you still can.

Mindy:
I love that you’re building in time for reflection. Sometimes we get so excited to roll out a change that we forget to look back and ask, “Is this working?”

Tell me about how you’ve implemented this with a company. Any stories to share?

Katherine:
Sure. I worked with a firm going through an M&A. They wanted to do it right—no staff loss. The industry average is 85% turnover in the first two years post-acquisition, and they didn’t want to lose anyone.

In the end, they didn’t lose a single employee in those two years. Part of that was a good cultural fit—but we verified that through a culture audit.

We targeted the goal: don’t lose staff.
We assessed expectations by talking to stakeholders confidentially.
We built simplicity with a clear priority timeline—pre-acquisition, 3 months, 6 months, 18 months.
We leaned into trust: who’s making decisions, how to get involved, and what’s true.
We evaluated at key milestones and adjusted if needed.

Mindy:
That’s amazing. Change management often gets a bad rap—like it’s corporate fluff. How do you reframe that?

Katherine:
I call it, “This is how you get stuff done.” You don’t achieve anything big by staying the same. Even small tweaks are change. So why not do it intentionally, transparently, and people-first? That builds trust.

Mindy:
Absolutely. So speaking of building trust—it's a big part of your work. What are some small, practical ways that leaders can foster more open communication and psychological safety on their teams?

Katherine:
Oh my gosh, wow—this could be a whole other podcast! But my first answer is: it starts with the manager.

The best tip I have is to structure one-on-one check-ins so the employee eventually takes the lead. You model what those check-ins should look like, and then tell them, “This is your time. We’ll talk about whatever you want to talk about. My role is to listen, provide feedback, and remove obstacles.”

It works whether you're remote, hybrid, or in-person. The key is helping the employee get what they need from the time—not using it as a one-way info dump from the manager.

Mindy:
Right. And have you found that organizations are receptive to that type of training?

Katherine:
Yes, though most already have something in place. The problem is it loses priority when the pressure’s on the manager to drive it. The metric becomes “how many one-on-ones did you have?” instead of the quality of the conversations.

Senior employees might not need to meet every week. Maybe every other week or once a month works. It’s not about quantity—it’s about the impact.

Mindy:
Totally agree. And I’ve seen managers confuse walking by someone's desk and saying, “You good?” with a real check-in. Those aren’t the same. A one-on-one needs to be intentional, scheduled, and driven by both people.

Katherine:
Yes. If someone’s floundering, I might give them three topics to prep. Eventually, I want to say, “Next time, you’re leading this. Give me a heads-up with an agenda or a few bullet points.”

That’s how you build trust—when the manager sits back and says, “Tell me what I need to know. Tell me what you want me to understand about you.”

Mindy:
Do you think one-on-ones and that level of communication should increase during times of change?

Katherine:
Yes—100%. I always warn change management teams: you’re going to communicate so much it feels ridiculous. But people won’t hear you the first few times. By the fourth time, they’ll say, “I think you mentioned that.” By the seventh, they finally say, “I know all about it.”

Mindy:
Exactly—the rule of seven, right? Same in marketing, same in training. It takes repetition.

Katherine:
Yes, and it needs to happen across different formats. Not just email. Not just an intranet post. Use everything you’ve got.

Mindy:
There’s no silver bullet for communication. So, what’s a common mistake you see companies make when implementing change?

Katherine:
Honestly? Forgetting to evaluate and adjust.

Mistakes are inevitable. If you accept that, you shift your mindset. You can build that expectation into the process and tell people, “We know this won’t be perfect. When we realize something isn’t working, we’ll adjust—and we’ll let you know what’s changing and why.”

It makes the whole thing more human and humane.

Mindy:
Yes! And letting people know upfront when those evaluations are happening gives them a chance to gather feedback or observations.

Katherine:
Exactly. And you can make evaluations feel less like “report cards.” Celebrate the wins! Every milestone should have a small celebration. That’s where you’ll get honest feedback—in a relaxed setting, not a survey.

Celebrate with your beta testers. Celebrate the sandbox phase. You’ll gain powerful insight and make people feel seen.

Mindy:
So smart. What about middle managers? You’ve spent a lot of time in that space. What role do they play in either reinforcing or resisting change?

Katherine:
Both!

Culture is set by leadership, reinforced by management, and carried out (or subverted) by employees. Managers wear both hats. They’re messengers of leadership and employees themselves.

If they disagree with leadership, they’re walking a delicate line: how much to share with their team without causing disruption—unless they want to cause disruption and change.

That was me. I loved my company, but I wasn’t afraid to challenge broken processes. And when middle managers champion change and show results, others follow. They can influence an entire department and become pilots for new ideas.

Mindy:
So true. What advice do you have for a manager who doesn’t agree with a change coming down from leadership?

Katherine:
Go talk to someone in leadership. Ideally, you’ve already built a relationship with someone who can be honest with you and advocate for you.

Ask them for the rationale. Most distrust comes from a lack of understanding.

Then ask yourself: Why is this rubbing me the wrong way? Does it bump up against one of my core values? Am I reacting from a past bad experience?

Simon Sinek calls it FBI: Feelings, Beliefs, and Impact.

Say, “I feel uncomfortable about this decision. My belief is based on data or past experience. And here’s the impact I’m concerned about.” Then stop talking. Let leadership respond.

Mindy:
Love that framework. What best practices would you recommend for managers trying to walk that fine line when they’re caught in the middle?

Katherine:
Start by asking, “What are we really trying to accomplish?”

If they can align with the outcomes, it’s easier to stay positive with their team. “This change is hard right now, but it’s going to help us do X, Y, and Z.”

But if they can’t get that clarity, they need to speak up: “I’m not understanding how this helps my team or the company. Connect the dots for me.”

Mindy:
Exactly. And that makes sense because middle managers are the ones closest to the employees. We can’t forget their importance in making or breaking change.

Katherine:
Leaders often have access to info that others don’t. So what seems obvious to them may be confusing to others. Managers are usually the first to feel that gap and need clarity.

Mindy:
Here’s a question that’s not on the list—but it’s relevant. You mentioned AI earlier. What’s your take on how AI is changing the workplace?

Katherine:
I use AI all the time—as a brainstorming partner, a way to generate drafts. But I always filter and personalize the final product.

I’m not threatened by it. It’s a tool that makes me more efficient.

An engineer once told me: “AI won’t replace engineers. Someone still has to make sure the drawing connects to the ground.” You still need the human element.

Mindy:
So true. Are companies struggling with this shift?

Katherine:
Some are, yes. There are valid concerns—copyright, plagiarism, proprietary data leaks. But tools are evolving so AI can now live inside the organization’s systems.

That actually solves a lot of historical issues—like knowledge gaps across locations or departments. Internal AI creates a company-wide brain.

Still, you have to check it. AI gets things wrong.

Mindy:
So as we’re recording this in 2025, what changes are you seeing companies face most?

Katherine:
Leadership transition is huge. Boomers are retiring, founders are stepping back, and younger professionals don’t always want to “be the boss.”

That’s leading to more mergers, acquisitions, and restructures. And employees are getting more career-savvy—they want growth paths and clear development options.

Mindy:
Yes. That’s becoming a huge attraction factor for younger generations.

Katherine:
I tell companies: start that conversation at the 90-day mark. Especially with Gen Z.

They’re fast learners. They’re not done learning what you hired them for—they just want to start aligning with what’s next. They want to sample their future.

Mindy:
Yes! Retention starts on day one. And a development plan is more than a “nice to have”—it’s a competitive advantage.

Katherine:
Exactly. And I even ask new hires: “What do you think you need to know in your first 90 days?” It’s a powerful way to align expectations.

Mindy:
So as we wrap up, what excites you about the future of work and company culture?

Katherine:
I’m excited that more leaders are finally seeing their people as their greatest asset—and they’re taking action to support, protect, and empower them.

Letting employees have agency in their roles? That’s game-changing.

Mindy:
Yes, and it’s the kind of empowerment you can’t put a price on.

Where do you hope we’re headed in 2025?

Katherine:
My dream? Every company has a leadership transition plan—and a clear career development path.

Mindy:
Yes. And clearly spelled out!

Thank you so much for your time, Katherine. I know our listeners are walking away with so many great insights.

Previous
Previous

Why Effective One-on-One Meetings Are the Key to Employee Engagement

Next
Next

Why Supporting Mental Health Is the New Leadership Superpower : a Talk with Nisi Bennett