Organizations are constantly in flux thanks to market shifts, leadership directives, employee feedback, and competitive pressure. 

These forces may be external or internal, urgent or strategic, but they all lead to the same next steps: a decision made, a meeting held, and a project in motion.

While a project may be imperative to its stakeholders, too often the project’s plan doesn’t fully consider the people impacted by the change it brings. So they’re left wondering, “Why should I care?”

The answer to this question – the WIIFM – can create meaningful change and drive widespread adoption of crucial initiatives. 

What exactly is a WIIFM?

The WIIFM, or “What’s in it for me?” is the key to unlocking employee engagement. It’s how people find their way into the project and how they decide whether to move with the change or push against it. When you address the personal relevance, benefits, and impact of a change clearly, you shift the narrative from obligation to opportunity.

This is where many change efforts falter, though. Not because the strategy is flawed or the solution is bad, but because the people expected to change aren’t given a reason to invest.

Where do you begin?

Defining the WIIFM for your employees begins with understanding. Consider how the change will affect them. Will it:

  • alter their day-to-day workflows?
  • challenge their core work beliefs?
  • redefine how they interact with their team or others?
  • impact how their peers perceive them?
  • require lifestyle or financial adjustments?
  • affect their projected career path?

Once you understand how the change will affect your employees, you can begin to consider their WIIFMs.

Every employee will have different motivations, often more than one. Be sure to prepare accordingly. Think about how you might frame the change in ways that align with what matters to them.

If they’re motivated by career growth

  • Talk to them about how this initiative could help them stretch into new skills or gain visibility that supports their development. 
  • For example, you might point out how participating in a pilot could give them a chance to lead a workstream, influence change, or practice people leadership in a low-risk setting.

If they’re motivated by peer recognition

  • Help them see how this change offers a chance to lead by example. 
  • You might suggest they take on a visible role, like representing the team during a beta test or serving as a change champion, so others look to them for guidance and support.

If they’re motivated by work-life balance

  • Talk about how the change could ultimately support more flexibility or reduce friction in their day-to-day. 
  • For example, highlight any ways the initiative might streamline processes, enable remote work, or create time-saving efficiencies that help them reclaim focus or time.

If they’re motivated by purpose or personal fulfillment

  • Connect the change to something bigger. Help them see how it aligns with company values, customer impact, or even social responsibility. 
  • For example, if the initiative frees up time or budget for community outreach, point to how their involvement supports those goals.

Engage the team

Once you’ve considered these potential employee value propositions, use them consistently throughout the project (and after its implementation) when talking with your team. Add them to team meetings and town halls and, most importantly, integrate them into your 1:1s.

When checking in with your team members, ask them directly about what parts of the project resonate with them. Some will respond with clarity and confidence; others may need time to reflect or may not know right away.

Either way, this is your opportunity to lead with curiosity. These conversations aren’t just about gathering information; they’re a chance to include your employees in the change and build trust along the way.

Why it’s worth it

Don’t skimp on defining the WIIFM. Applying a one-size-fits-all approach when communicating the benefits of a change can come across as generic, or worse, inauthentic. It may unintentionally cause employees to cling to what feels safe and familiar. In other words, their old ways of doing things.

Spending meaningful time understanding and personalizing the WIIFM demonstrates transparency, empathy, and credibility. It sends a clear message: I see you, I hear you, and this change includes you.

Yes, it takes time, but the payoff is real. You’re not just building trust but paving the way for lasting, meaningful adoption.