Key Take-Aways
From–To statements clarify what a change means in practice by contrasting how things work today with how they need to work going forward—helping people see what’s actually shifting in systems, behaviors, roles, or priorities.
They are useful across all stages of change, serving first as an analytical tool to sharpen thinking and expose assumptions, and then as a communication tool to align people around what the change is really asking.
By focusing attention on a meaningful future state, From–To statements can activate approach motivation, helping people feel more energized and committed—even when the starting point is difficult.
For those leading organizational change, a consistent challenge is helping people make sense of what a change really means. It’s easy to say we’re becoming “more customer-centric” or “embracing agility,” but abstract aspirations don’t always help people understand what will be different in their day-to-day work.
That’s where a deceptively simple tool—called a From–To statement—can make a big difference for effective change communication.
What From–To Statements Do
At their core, From–To statements describe in practical terms the shifts required to create real change, which offers the clarity many people need for understanding.
From-To statements do this by naming:
The current state (the “From”): What’s typical today—how things work, how people operate, or what systems are in place
The desired future state (the “To”): What the organization is moving toward and how it’s different from the status quo.
They can be used to make in all aspects of organizational functioning, more tangible, by moving beyond broad buzz words.
Here are a few examples that illustrate the range of ways From–To statements can be used:
Why From–To Statements Are Motivating
From–To statements don’t just clarify what’s changing—they can also affect how people feel about making that change. This connects to a concept in motivational psychology known as approach and avoidance.
Approach goals focus on achieving a positive outcome—moving toward something desirable. Avoidance goals, by contrast, center on preventing a negative outcome—moving away from something undesirable.
Research has shown that approach goals tend to foster more persistence, satisfaction, and engagement than avoidance goals do. While both can be motivating in the right context, avoidance goals are more often linked to anxiety, ambiguity, and even burnout—especially over time.
From–To statements can help shape how a change is experienced by not only pointing out what is unsustainable in the current state — highlighting why the change is necessary — but also giving people something to move toward. A “To” that reflects a compelling and meaningfully different future state can activate approach motivation—even when the “From” includes difficult realities.
For instance:
From: Inconsistent pricing and discounting practices leading to customer confusion
To: Applying transparent pricing aligned to customer value
This shift isn’t just about solving a problem—it’s about reaching something better. By making the desired state more concrete, From–To statements give people a reason to engage, not just comply.
A Note on Goals vs. Directional Shifts
From–To statements can be used to convey different types of outcomes and understanding the difference can help avoid confusion.
You can use From-To statements to describe a goal or a measurable result, such as a target metric or performance threshold. In this case, the “To” would provide a clear destination. However, they can also be used to outline a broader shift in high-level strategic orientation or change in organizational focus. In such cases, the “To” would provide a sense of direction, rather than a specific destination.
Both are useful, and both have a place. What matters is being clear about which one you’re using—and making sure others interpret it the same way.
For example:
From: Responding inconsistently across channels
To (directional): Providing a seamless, coordinated customer experience across teams
To (measurable): 90% of customer inquiries responded to within 2 hours across all channels
In this case, the directional version signals how the organization wants to operate in the future, while the measurable version defines what success looks like. Used together or independently, both can play a valuable role—direction gives focus; metrics provide accountability.
These approaches can complement one another. Direction gives a sense of focus; measurable goals provide benchmarks. Problems arise only when it’s unclear which one is being communicated.
When and Where to Use From-To Statements
From–To statements are helpful anytime people need clarity about what a change means for them, in terms of shifts they may need to make in actions, behaviors or mindsets.
They can be incorporated in a change management strategy at all phases of change, such as:
Early in planning, to sharpen internal alignment amongst decision-makers on the scope and purpose of the change
When initially communicating a change, to make expectations clearer
In team settings, to generate discussion and build shared understanding
As tool to share progress, during implementation or retrospectives
From-To Statements can also cascade. For instance, a senior leader may define a high-level shift, in one set of statements, while individual teams are offered the opportunity to craft their own From–To statements to localize it to their specific context.
In Sum
Change doesn't just require vision—it requires translation. A From–To statement makes that translation visible. It provides a line of sight from the current reality to a meaningful future and gives people a more grounded sense of how to get there.
The best way to master From-To statements is to start experimenting with them. \Write up a few, test them with colleagues, adjust, and build from there.
References
Elliot, A. J., & Church, M. A. (1997). A hierarchical model of approach and avoidance achievement motivation. Journal of Personality and Social Psychology, 72(1), 218–232.
Research: Work psychology series: Motivation and work performance. Corporate Research Forum. (2025, February 19).
Photo Credit: Diva Plavalaguna