Leading Change in the “New Ab-Normal:” Before You Ask the Workforce to Change, Build Trust

Posted Apr 20, 2026 by Rick

Last month I wrote that organizations have entered a prolonged era defined by disruption, uncertainty, and relentless change. I explained this isn’t a temporary condition. Rather, it is a new normal – worse, it is a ”New Ab-Normal.” There is nothing “normal” about the pace of change. Driven by economic, political and technological disruptions—we are going to need to change faster than ever before.

I said we’re going to need to build change tolerance into our cultures at work – into our organizational DNA, and I exposed the “Six Traits of Agile Organizations” we’ll need to foster actively in order to do so effectively.

First, as I described, is the need to build an aspirational future vision. Shared by all – it becomes a NorthStar that engages, inspires and provides a PURPOSE for folks to strive toward.

But this month we’ll need to focus on what needs to come next – and that is a mindset of disruptive innovation and change. Such a mindset BEGINS with risk tolerance, and that depends on what I-O psychologists call “Organizational Justice” – you call that TRUST.

Most leaders understand that trust is important, but too few intentionally strive to build it with their workers. Worse, too many believe it exists where it may not.

So how do I, as a leader, actively cultivate a trusting environment at work? It means I walk the talk—and realize that my people are always watching to see if I do.

It means I share my vision for our future, and then I listen with humility to hear what others think about it – actually allowing us to develop a final vision that is SHARED because people see themselves in it – they are co-authors. When I build SHARE VISION, I build more than stakeholders – I create Stockholders – folks that have an equity interest in the future we all strive for because they were given a voice in its formation.

Walking the talk means I don’t ask others to take risks I’m unwilling to take myself. It means I model transparency, accountability, and humility—especially when things don’t go as planned.

Organizations without trust don’t innovate. They are not nimble. They do not take risks. They are not going to do well in the New Ab-Normal. 

The future is going to take a new form of leadership and a new type of mid-level management. One where leaders and managers understand their role as curators of culture – creators of an environment where folks know where we’re headed, believe in that future, find purpose in it, and are willing to take risks in innovating because they believe leadership “has their back.” They even feel safe to fail.

When you consider how you’re preparing leaders today, and whether your middle managers understand this need, remember that TRUST is a MUST. You cannot overcome the fear and hopelessness your workforce copes with during ab-normal periods of change and uncertainty if they don’t feel safe to fail. Their future depends on a new form of leader, one that builds a culture that embraces disruption – and enables them to try and even to fail in that pursuit. 

Train your leaders (and middle managers) to create such a culture today. You’re never going to change this slow again. A year from now, you’ll wish you had started today!