In-N-Out Burger

Stacie Ainsworth

Stacie Ainsworth is an Organizational Development Manager at In-N-Out Burger, where she focuses on leadership development, employee engagement, and talent growth. She brings experience in building people-centric programs that strengthen culture, capability, and long-term organizational performance within fast-growing, service-driven environments.

This article is based on an interview between Manage HR and Stacie Ainsworth. It explores her perspectives on organizational development, leadership capability, employee engagement, and building strong, people-first cultures to support growth and operational excellence in today’s evolving service environment.

Change Is Constant, But People Determine Success

In today’s economic landscape, organizations are faced with a great deal of change. Whether it be the need to diversify a product mix or vendor supply, deal with changing supply availability, match growth or the lack thereof by restructuring work, or plan for the succession of senior leaders, change is inherent in how we do business and the rate with which we do business. Leaders are experts at what they do. They can look at a process, workflow or production systems and work through new and creative ways to reshape and change those to meet whatever demand is currently upon them.

They are problem solvers to protect and grow the business while also dealing with market share and competition. But there are inherent problems that are often overlooked when change is needed. The focus on the process, workflow, restructure, etc. is a limited view of determining the potential success of the change. Change management is not just about a clear description of the change, clear communication and direction and training. Nothing is successful within organizations without the people that do the work.

Understanding the Human Reaction to Change

Success and vision minded leaders consider these other non-tangible factors when determining the risk and impact of a change: culture, mindsets, teamwork, skill deltas and the general human emotional reaction to change. This is much harder work than determining how the organization’s systems can change to meet whatever demand is currently pressing.

"Understanding the natural human reactions to change is paramount to engagement, participation, and long-term success."

Dr. Kubler-Ross developed the emotional change curve to help leaders understand the basic human reaction to change. As humans we go through a series of emotional states when we are faced with change: shock, denial, frustration, depression, experimentation, decision and integration. These are all natural responses to change and do not always present themselves in order. Sometimes people can go from denial to decision to shock with just a couple emails.

The understanding of these natural human reactions as well as the culture, mindset and team dynamics that exist within the groups affected by the change is paramount to not only the success of the change, but also the engagement and participation of the people affected by the change.

Thoughtful leaders consider things like:

• What is the skill set of the potential impacted employees and what is the delta they will be required to learn?

• What is the current mindset for learning something new or different within the team?

• What is the current team dynamic? Supportive, transparent, collaboration or siloed and challenging?

• What are the values that underpin the culture of the organization? Do they support the impact of this change?

When I work with leaders on change management, they most frequently know what needs to change and what the end game will look like but have skipped over the people impact of the change.

From Vision to Execution: Making Change Real

I encourage leaders to think of their change as a shiny new car. Often, we create this beautiful PowerPoint that describes the change and what we will receive at the end of the change. Consider this the new car that those affected will enjoy. Not only do you need to ensure they are attracted to that type of car and its benefits, but you also need to be able to describe to them how they are going to drive the car off the lot.

If the leader can sell them a beautiful new car but as soon as they sit behind the wheel they cannot turn it on, the transmission is not built yet, or there is nothing under the hood, this is equal to the statement, ‘Don’t’ worry, we will figure out the details, we have yours and the organization’s best interest at heart.’ If the leader cannot explain a good bit of the details of the change, the impact of the change, the fact that they understand what the employees will need to commit and the plan they have for that commitment and potential learning, then the success of the change is at risk.

Leaders need people to implement change. The people, who they are, what their capacity is, how it aligns with what they know and do not know, how they currently engage and experience the organization, are all as important as working through the process and procedure of the change. The REAL impact of change is, are your people behind it and will they become a force for the change?