Move something that matters.
ADVISORY
You have something important that depends on a group of people doing something differently.
- A strategy needs to become action.
- A new technology needs to be adopted.
- Leaders need to align.
- A new way of working needs to take hold.
You know what needs to happen. The harder question is how to get people there. Lindsey works with leaders and teams to understand what a group needs and design accordingly.
© Copyright Lindsey Caplan 2025.
The Moved Model
Getting a response isn't necessarily the same as getting the response you need. People can understand without acting, comply without caring, or enjoy an experience without doing anything differently afterward.
The Moved Model helps identify the effect you need, what your current approach is likely to produce, and the choices that can close the gap.
How we might work together
Every engagement is shaped around the challenge, but the work typically moves through three stages:
Diagnose
Get clear on what needs to change, for whom, and what's getting in the way.
Design
Build an approach around what the group needs in order to move.
Equip
Give the people responsible for carrying it forward what they need to do so.
Depending on the challenge, the work can include research, strategy, experience design, working sessions, and ongoing counsel.
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“Lindsey is a must-have for any company looking for new and effective ways to engage their employees on a meaningful level.”
— Kerry Klein, Vice President, Talent Experience & Learning, CrowdStrike
What this looks like in practice
From announcement to ownership
After an earlier values launch failed to take hold, Credit Karma needed a new approach. Lindsey worked with CEO Ken Lin and his team to give employees and managers a role in bringing the new values to life. The work contributed to a double-digit increase in employee engagement scores, and the values remained embedded in the culture years later.
It laid the foundation for many of the programs we built around employee experience, compensation, rewards, career growth, and how we treated each other.
— Colleen McCreary, Former Chief People, Places, and Publicity Officer, Credit KarmaFrom positive feedback to measurable impact
Shell Real Estate was communicating strategic priorities to hundreds of employees around the world and getting strong feedback. But the team wanted to know whether positive reactions were translating into the clarity they actually needed. Lindsey analyzed the existing approach and employee feedback, conducted employee research, and redesigned the communications around the outcomes that mattered. In a subsequent webcast, 98% of respondents reported greater clarity about department expectations.
That's the game changer: gearing everything to the effect you need.
— Emma Coatsworth, Global Change Lead, ShellWhat do you need people to do differently?
If something important depends on a group of people moving, let's figure out what will help them get there.