Leading With Empathy
A Change Management Guide for Managers
MODELING OUR VALUES
DAP Health’s goal is to improve access to care and advance health equity. Every message — whether a blog, brochure, flyer, or Instagram post — should reflect this purpose.
Our words, visuals, and tone must:
• Empower people to take charge of their health
• Remove barriers to understanding care
• Reflect dignity and inclusion
• Build trust with patients, donors, and partners
Accessible, inclusive design and writing are not aesthetic choices; they are equity in action.
OUR VISION
A world where every person achieves their full potential.
OUR MISSION
DAP Health provides comprehensive health care and support services where all people are seen, heard, and affirmed.
CORE VALUES
DAP Health’s values define how we show up for our patients, our teammates, and the diverse communities we serve. They are more than words on paper. They are daily commitments to live our mission through compassion, accountability, and equity.
1. OUR WORDS AND ACTIONS ALIGN
We act with accountability, trust, honesty, and integrity. We are reliable and transparent.
In Action: We do what we say we will do with honesty, clarity, and respect.
2. PROVIDING HEALTH CARE IS OUR SUPERPOWER
We turn care into action, and compassion into impact. We provide judgment-free compassion, advocate for humanity, and focus on solutions that improve the diverse communities we serve.
3. POSITIVITY PROMOTES POSSIBILITY
We bring out the best in others. We lead with optimism because positivity is contagious and healing.
4. EMPATHY WINS
We practice empathy every day because every person’s story matters. We are kind, compassionate, and professional in all interactions.
THE DAP HEALTH WAY
WE CAN’T IMPROVE CARE WITHOUT IMPROVING HOW WE CARE FOR EACH OTHER. BECAUSE THE WAY WE CARE FOR EACH OTHER BECOMES THE WAY WE CARE FOR OUR PATIENTS.
WHY CHANGE MATTERS RIGHT NOW
Many of our team members have told us, directly, honestly, and bravely, that they don’t always feel seen, heard, or affirmed in their daily work. That matters.
Many of these challenges are coming from real changes across our organization:
• Teams coming together with different ways of working
• Communication that hasn’t always been clear or consistent
• Team members not always feeling heard or connected
These aren’t failures. They are signals.
And they give us a clear opportunity to build something better — together.
In fact, it matters more than almost anything else.
Because when our own people don’t feel valued, supported, and connected, it becomes much harder to create the positive, affirming experience we want for our patients.
We can’t offer compassion externally if we aren’t practicing it internally.
We can’t affirm our patients if we aren’t affirming each other.
We can’t deliver world-class care if our culture doesn’t feel caring.
This is why we’re changing. Not because something is “wrong,” but because something better is possible.
OUR BRAND IS THE STORY WE TELL, AND THE STORY PATIENTS TELL ABOUT US
A brand isn’t a logo, or a building, or a tagline.
Our brand is the experience people have with us, every time and everywhere.
It’s the story our teams tell about working here.
It’s the story our patients tell their families and communities.
It’s whether someone leaves an interaction feeling seen, heard, and affirmed — or not.
Values drive behavior.
Behavior drives experience.
Consistent behavior creates trust.
And trust is our brand.
When we live our values with each other, patients feel it long before we say a word.
WHAT CHANGE MANAGEMENT REALLY MEANS AT DAP HEALTH
Change isn’t something that happens to us, it’s something we do together.
We’re using the ADKAR model, a simple, human framework that helps us move through change with clarity and care. It keeps us grounded in what people actually need to adapt, instead of rushing and hoping for the best.
Our brand is the experience people have with us, every time and everywhere.
AAwareness of the need for change D Desire to participate and support the change K Knowledge on how to change
ADKAR STANDS FOR:
Awareness
Understanding why we’re changing and what’s happening.
Why now? Why this? Why us?
People deserve a clear explanation, not assumptions.
Desire
Feeling personally motivated to lean into the change.
This grows when people feel included, informed, and respected, not pushed or pressured.
Knowledge
Knowing how to change.
Training, tools, resources, and clear expectations turn confusion into confidence.
Ability
Being able to put the change into practice.
This is where leaders coach, support, answer questions, and help remove barriers.
A
Ability to implement required skills and behaviors R
Reinforcement to sustain the change
Reinforcement
Feeling supported long enough that the new behavior becomes the new normal.
Recognition, feedback, and celebrating small wins keep momentum alive.
HOW TO USE ADKAR AS A MANAGER:
When someone is struggling with change, ask yourself:
• Do they understand why? (Awareness)
• Do they feel motivated or included? (Desire)
• Do they know what to do? (Knowledge)
• Do they feel capable? (Ability)
• Do they feel supported long enough? (Reinforcement)
Your role is not to push people through change.
Your role is to understand where they are — and meet them there.
WHAT PEOPLE WANT MOST DURING CHANGE IS SIMPLE: A CLEAR WHY, AN HONEST WHAT, AND A LEADER WHO STAYS WITH THEM THROUGH THE HOW.
WHY WE NEED A SHARED APPROACH TO CHANGE
WHY ADKAR
ADKAR helps us build that kind of support, step by step, human to human.
Because without a consistent approach, change feels personal, unpredictable, and stressful.
But with a shared framework, it feels intentional, equitable, and manageable.
Change without support feels like pressure.
Change with support feels like growth.
The ADKAR model gives us a way to support our teams, not just inform them.
To coach instead of command.
To build trust instead of anxiety.
And most importantly, it keeps our culture rooted in our values — empathy, integrity, dignity, positivity — no matter how much the world shifts around us.
MODELING OUR VALUES STARTS WITH US
We can’t wait for culture to improve by itself.
Culture improves when leaders model the behavior they want to see, not occasionally, but consistently.
This means:
• Listening without judgment
• Communicating clearly and early
• Naming the “why” behind decisions
• Treating each other with dignity
• Encouraging questions, concerns, and ideas
• Following through on what we promise
• Celebrating contributions and effort
• Framing change with optimism, not fear
These behaviors show up in the DAP Health Values + Behaviors Matrix, which translates our core values into daily, observable actions across teams and leadership levels.
DAP HEALTH VALUES, BEHAVIOR, & ALIGNMENT
When we live our values internally, we create the environment our patients feel externally.
Change management is not about checking boxes or pushing updates.
It’s about building a culture where people thrive, team members trust each other, and patients receive the compassionate care they deserve.
The goal is not change for the sake of change.
The goal is belonging.
Clarity.
Consistency.
Care.
A workplace where every team member feels valued, and every patient notices.
CULTURE CATALYST: HOW WE LEAD THE DAP HEALTH WAY BECAUSE GREAT CARE STARTS WITH GREAT CULTURE
YOUR SUPERPOWERS AS A CULTURE CATALYST
Here’s a cheat sheet for leading with purpose, clarity, and care.
Empathy Amplifier
You listen like it matters, because it does.
You help people feel seen, heard, and understood, especially on the days when patience is in short supply.
Integrity Lens
People trust you because what you say matches what you do.
You model transparency, own your decisions, and communicate with honesty, even when the answer isn’t everyone’s favorite.
(Linked to “Our Words and Actions Align.”)
Equity Advocate
You treat every person with dignity and fairness, and you stand up for humanity in every decision.
You make space for all identities, backgrounds, and lived experiences at the table.
(Tied to “Providing Health Care Is My Superpower.”)
Clarity Commander
You explain the “why,” not just the “what.”
You give timely updates, reduce confusion, and translate complexity into plain language your team can act on.
Growth Gardener
You bring out the best in people.
You celebrate wins (big and small), offer coaching with heart, and create opportunities for individuals to stretch and shine.
(This reflects “Positivity Promotes Possibility.”)
IN PRACTICE, THIS LOOKS LIKE
Culture catalysts don’t just model values — they actively guide their teams through change in five key ways:
• Communicator — You make the “why” clear, simple, and consistent
• Connector — You bring your team’s questions forward and share updates back
• Role Model — You show what the change looks like through your actions
• Supporter — You notice when someone is struggling and help them move forward
• Coach — You build confidence through practice, feedback, and encouragement
This isn’t extra work. It’s how we lead the DAP Health way.
WHAT CULTURE CATALYSTS ACTUALLY DO
1. They make it safe to speak up
People share ideas sooner, flag issues earlier, and ask questions without fear of being shut down. This is psychological safety in action, not theory.
2. They use values to guide decisions
Values become filters:
Is it fair?
Is it human?
Does it help us deliver better care?
This keeps decisions consistent and reduces surprises.
(Decision-making patterns.)
3. They share information early and often
No one likes hearing things last. Managers inform, involve, and explain before change hits, not after.
(Involve and inform early.)
4. They build trust through transparency
Be open about what’s happening, what’s changing, and what you know or don’t know yet.
Trust grows in the sunlight.
(Build trust through transparency.)
5. They model the mission in everyday interactions
Culture shows up in hallway conversations, huddles, and emails, not just in big initiatives.
Simple things like kindness, curiosity, and followthrough matter.
(Live the mission daily.)
LEADING THROUGH CHANGE (WITHOUT BURNING OUT YOUR TEAM)
Change is inevitable. Being overwhelmed is optional.
Give people the “why” before the “what”
Most resistance isn’t about the change, it’s about feeling left out of the loop.
Help people understand meaning and impact early.
Normalize questions and concerns
When people understand they won’t be punished for feeling uncertain, they can actually move forward.
Expect resistance — and don’t take it personally
Resistance isn’t a problem to fix.
It’s information to understand.
When someone hesitates, it usually means:
• They don’t feel informed yet
• They don’t feel included yet
• They don’t feel confident yet
Stay curious. Ask questions. Support, don’t push.
Keep change human-sized
Break big shifts into small, doable steps.
Or use the 15% solution:
“What’s one small thing you can do right now to move this forward?”
Adopt daily habits that strengthen our culture
Simple actions create big ripple effects.
Say the hard thing with care
Honest doesn’t have to mean harsh.
Direct doesn’t have to mean abrupt.
Name and celebrate wins
Recognition builds connection and momentum.
A quick “I saw that” can change someone’s whole week.
Use shared language
Common words create common understanding.
It keeps teams aligned and reduces the “telephone game.”
Pause before reacting
Even 10 seconds of breathing creates better leadership decisions.
Stay curious longer
Instead of reacting, ask: “Tell me more about how this impacted you.”
Curiosity builds trust faster than certainty does.
WHAT’S IN IT FOR YOU
Managers who lead this way experience:
• Bigger impact and influence across the organization
• Trust that sticks, especially in uncertain moments
• Better, faster decision-making
• Teams that collaborate without friction
• Higher retention because people feel valued and understood
• More confidence navigating change
• Clearer leadership identity and career growth
THE PROMISE WE MAKE AS CULTURE CATALYSTS
We lead in ways that make people feel safe, informed, respected, and connected.
We keep our values alive through our behavior, not just our words.
We shape the culture we want by becoming the leaders DAP Health needs.
AND THE BEST PART?
WE DON’T HAVE TO DO IT PERFECTLY. WE JUST HAVE TO DO IT TOGETHER.
DAP HEALTH MANAGER CONVERSATION TIPS
MANAGER CONVERSATION GUIDE: HOW TO TALK ABOUT CHANGE WITH YOUR TEAM
Managers asked for something practical.
Here is a simple, human script for real conversation, not corporate speeches.
The following will help managers:
• Explain why we’re changing
• Keep conversations grounded in DAP Health’s values
• Reduce anxiety and build trust
• Support staff using the ADKAR model
• Keep the tone positive, honest, and human It uses everyday language, not jargon.
1. Start with humanity (not logistics)
What you can say:
“Before we talk about any details, I want you to know this: I’m here to support you. I want you to feel seen, heard, and affirmed throughout this change. If something feels unclear or heavy, I want you to tell me. We’ll figure it out together.”
Why this helps:
It signals safety, care, and empathy — the foundation of “Empathy Wins” and psychological safety — both emphasized in the culture catalyst training.
2. Name the why (awareness)
What you can say:
“You may have heard that we’re making some changes. A big reason is that many of our team members have said they don’t always feel fully supported or included, and that matters. We want everyone here to feel valued, respected, and connected. If we feel that way, our patients will too.”
Why this helps:
ADKAR starts with “Awareness,” and people need meaning before they accept change.
3. Explain what’s changing (knowledge)
Keep it simple and specific.
What you can say:
“Here’s what this change means in your day-to-day [insert your specific change details]. If something feels unclear, that’s okay. I’m here to walk through it with you.”
Why this helps:
Knowledge reduces anxiety. Clarity builds trust.
4. Ask about their experience (desire + psychological safety)
What you can say:
“I want to hear from you. How are you feeling about this? What questions or concerns do you have? What would help you feel more supported?”
Then pause.
Let the silence do the work.
Why this helps:
People trust leaders who listen without judgment, a core DAP Health behavior from the Values + Behaviors Matrix.
5. Normalize concerns (ability)
What you can say:
“It’s completely normal to feel uncertain. You’re not expected to have this all figured out today. We’ll learn and practice together, and I’ll make sure you have the tools and support you need.”
Why this helps:
It reduces fear and invites patience — for themselves and for you.
6. Give clear next steps (ability + reinforcement)
What you can say:
“Here are the next steps. Here’s what we’ll learn, what we’ll practice, and how I’ll support you along the way.”
“And I promise to share updates early and often, no surprises.”
Why this helps:
People relax when expectations are predictable and transparent.
7. Connect it back to values (culture alignment)
What you can say:
“This change connects directly to our values of empathy, dignity, integrity, and positivity. This is who we want to be for each other, not just for our patients. We’re building a culture where everyone belongs.”
Why this helps: Consistent, values-aligned behavior creates positive internal and external experiences.
8. Invite 15% solutions
What you can say:
“What’s one small thing, your 15%, that you can start doing tomorrow to help make this change smoother for our team?”
Why this helps:
Small steps create big momentum.
9. Close with care
What you can say:
“I’m really grateful for your honesty today. You matter. Your voice matters. And we’re going to do this as a team, not as individuals trying to figure things out alone. I’m here whenever you need me.”
Why this helps:
It reinforces belonging and trust, the cornerstones of DAP Health’s mission.
QUICK POCKET PHRASES FOR MANAGERS
Use these whenever you need to bring tone and culture back into the conversation:
“Help me understand what this feels like for you.”
“You don’t have to know all the answers today.”
“Let’s walk through this together.”
“Your perspective matters.”
“Thank you for your honesty, it helps all of us.”
“We’ll go at a pace that’s human, not rushed.”
“Our values don’t change, just how we live them.”
“If something isn’t clear, that’s on me. Let’s fix it.”
WHAT YOUR TEAM NEEDS MOST DURING CHANGE
• To understand “Why this? Why now?”
• To hear info early from someone they trust (you)
• To feel safe asking questions
• To know how the change affects them
• To learn new skills with support
• To feel appreciated for effort
• To see leaders modeling the same behavior
If managers deliver this, culture shifts faster, and in a healthier way.
QUICK PHRASES FOR ANY MOMENT
“Help me understand what this feels like for you.”
“If it’s unclear, that’s on me, let’s fix it.”
WHEN WE USE SHARED LANGUAGE LIKE ADKAR, 15% SOLUTIONS, AND CULTURE CATALYST, WE REDUCE CONFUSION AND STAY ALIGNED ACROSS TEAMS.
“Let’s walk through this together.”
“Your perspective matters.”
“You don’t have to get this perfect.”
“Our values don’t change, just how we live them.”
THE ADKAR SNAPSHOT
AWARENESS: Knowing why we’re changing
DESIRE: Wanting to support the change
KNOWLEDGE: Gaining the skills to change
ABILITY: Applying your skills to the change
REINFORCEMENT: Keeping it going
WHAT YOU GAIN FROM ACTIVELY PARTICIPATING IN THESE TRAININGS
Moving through this process will help you:
• Listen with intention & reflect — Strengthens trust so your team brings issues to you early, reducing surprises and conflict later.
• Communicate clearly & consistently — Cuts down on repeated questions and rework because everyone understands priorities the first time.
• Translate sensitive or complex messages — Builds your credibility as a steady, reliable leader who can guide the team through uncertainty.
COMMUNICATIONS CHANNELS
Why Your Voice Matters Most
Team members trust their direct manager more than any other source during change.
That means:
• How you communicate matters as much as what you communicate
• Your tone sets the emotional tone for your team
• Your consistency builds trust over time
You are the bridge between information and understanding.
Inside DAP Health
This newsletter includes notes from CEO David Brinkman and other senior leaders, agency updates, important announcements, and details about wellness and discounts.
Why do we use this communication format?
DAP Health knows that most team members don’t regularly check their work emails. We want to ensure important information is always in one convenient location. Outside of vital, time-sensitive messages from leadership, this is the only agency-wide message sent to all team members. Please remind your team members to regularly read the newsletter.
• Name & manage emotions — Helps you stay composed under pressure and sets the tone for how your team handles stress.
• Create space for dialogue — Increases engagement and buy-in, making it easier to move work forward with less resistance.
• Set expectations & boundaries clearly — Protects your time and energy while creating a healthier, more sustainable team environment.
• Respond to conflict productively — Keeps momentum high by resolving issues quickly instead of letting them drain focus and morale.
What is the process for submitting content to the newsletter?
To submit a topic, article, or announcement to the newsletter, please send a message to InternalComms@DAPHealth.org. All pieces need to be submitted by Tuesday to appear in that Friday’s newsletter. If there are too many submissions, the Internal Communications team reserves the right to prioritize topics and to postpone content until the following week.
How does this tool help you support your team?
Newsletter articles make great content for your monthly team meeting. Pick a few articles you deem to be most important and use them as agenda items at upcoming meetings. This helps team members remember important pieces and gives them the opportunity to ask you follow-up questions.
Town Halls
This monthly event was started in response to engagement survey data. Team members said they wanted an opportunity for two-way communication with senior leadership. These meetings are meant to fill that void.
How do you submit topics for the town hall?
If you have a topic of interest, please reach out to InternalComms@DAPHealth.org with any relevant information to help plan the presentation.
Communication Is a Two-Way Flow
Great leaders don’t just share information — they bring it back.
Questions, concerns, and ideas from your team help shape better decisions across DAP Health.
A strong communication flow builds trust, clarity, and connection in both directions.
How does this tool help you support your team?
Please remind your team members to attend monthly and encourage them to ask questions and actively participate in the conversation.
Cascading Messages – Know, Do, Share
When employees hear important information directly from their supervisors, it increases the likelihood that that information is meaningfully absorbed. It also gives team members an opportunity to ask clarifying questions. Finally, it improves the likelihood that necessary action is taken.
Yet another benefit is that it can create a stronger sense of trust and transparency between leaders and their teams, establishing a clear pathway for obtaining information and sharing feedback. A strong communication cascade works in both directions — from senior leadership down to department employees, and from department employees back up to leadership.
When is the Know, Do, Share (KDS) tool used?
Senior leadership deploys a KDS whenever there is important information that must be communicated to managers first (before it goes to all team members). Messages are usually very
time-sensitive and require immediate action by the manager and their team members.
What should a manager do when they receive a KDS?
Once received, the manager should review the full document. Here is a breakdown of each section:
• What to know: This section provides managers with necessary information about the situation. Sometimes, there are confidential details not yet meant for all team members, so managers should not share this section with their team.
• What to do: This section supplies instructions on what managers should do with this information, outlining any additional steps they need to take regarding the issue or topic.
• What to share: This section can always be shared verbatim with all team members. It contains information that everyone needs to be aware of. The goal is to share these details with all team members within one business day or sooner. Once received, the manager should discuss this topic with their team at the end-of-day standup meeting or at another appropriate time. If the information is sensitive, the manager should use discretion in sharing the details one-on-one instead of in a group setting. If an in-person or virtual meeting is not possible, it is appropriate to email just this section to team members. Do not forward the full document since the “What to know” section could include confidential details.
How does someone request a KDS?
To have a KDS created, a team member will need to receive approval from a supervising senior leader. Once this approval process has been completed, please Teams or email Elizabeth Peterson with the pertinent information. She will then collaborate with the subject matter experts to create the final document.
