Face-to-Face Engagement
As workplaces become increasingly digital, in-person experiences are more valuable than ever in driving successful change. While virtual collaboration tools enable efficiency, they can’t replace the depth of connection that happens when people share physical space.
Change initiatives require trust, collaboration, and shared understanding, all of which are strengthened when employees meet face-to-face.
Being in the same room creates opportunities for organic conversation, spontaneous idea-sharing and relationship-building that simply don’t happen in structured video calls. Employees bond over small, unplanned moments—grabbing coffee, riding to the airport together or having a casual conversation between sessions.
These micro-interactions foster psychological safety, making employees more open to change and more likely to collaborate.
A few ways to leverage In-Person Experiences in Change Management:
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Kickoff and alignment summits. Start a major change initiative with an in-person event where key stakeholders align on the vision, build relationships, and co-create solutions.
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Cross-team working sessions. Organize immersive workshops where teams work side by side, solve real problems, and establish new ways of working together.
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Leadership roadshows and town halls. Have senior leaders meet teams face-to-face to answer questions, reinforce the why behind the change, and inspire engagement.
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Peer learning and storytelling events. Host in-person forums where employees share experiences, success stories and lessons learned, reinforcing social proof and collective wisdom.
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On-site training and pilots. Instead of only offering virtual training, create hands-on experiences where employees can practice, ask questions and engage deeply with the new systems.
The Power of Being Together
Why In-Person Experiences Matter in Change
Change moves at the speed of trust, and trust is built in person.
Case Study
In-Person Experiences Accelerate Trust and Efficiency
Problem
A global holding company with several dozen operating companies in the construction space set out to create a shared services model for four of its autonomous operating companies. Each of the four businesses specialized in the same area but had historically operated independently with separate HR, payroll, procurement and financial systems, as well as distinct ERP platforms.
To gain efficiencies while preserving each company’s unique brand, leadership proposed consolidating back-office functions and migrating all four companies to one ERP system.
However, the companies were spread across different geographies, and employees didn’t know each other.​ For many, this change meant joining new teams composed of people from all four companies, often working alongside colleagues they had never met. Leadership knew that without trust and personal connection, this new model could stall, cause friction or fail to gain buy-in.
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Solution
The company invested in a series of in-person experiences for all back-office employees. These gatherings allowed people to meet their new teammates face-to-face, establish rapport and build relationships beyond just project deliverables.
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Each team was also given authority to shape their own structure within the new shared services model, fostering a sense of ownership and respect. While the working sessions were productive, the white space between meetings like meals, carpools and casual conversation proved just as important.
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As team members got to know each other on a human level, a strong foundation of trust and collaboration was laid.
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Result
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Teams were able to quickly align and co-create their new business model.
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The shared services rollout stayed on schedule and met key milestones.
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Employees felt genuinely excited about the change, which led to stronger engagement and positive momentum across the project.
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The cultural cohesion created through personal connection translated into operational efficiency, since trust removes friction.
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Key Takeaways
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Change moves faster when people feel connected.
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In-person experiences accelerate change by building the trust and mutual understanding that virtual meetings often miss.
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By investing in face-to-face time, the organization created a cohesive, energized team ready to lead it.
— OUR CORE BELIEF —