Employees often work in dynamic environments requiring adaptive performance, including dealing with emergencies, adjusting to team size modifications, or working with clients from other cultures. Hitherto, researchers have focused on trait-like predictors of adaption to change, such as Big Five personality traits, cognitive ability, or goal orientation. However, more proximal predictors of the adaption process were largely ignored. To help close this research gap, the present study examines the role of change communication and task-related state motivation. Latent growth modeling (N = 300) was used to model adaptive performance on a task and examine the two predictors' roles. Providing two change-related hints (at the beginning of the task and directly after the change) led to smaller performance impairment directly after the change. Furthermore, the improvement rate in the later stages was similar to that of the control group (no change communication). Thus, change communication advantages could be maintained. In contrast, there was no substantial evidence that a single hint at the beginning of the task facilitates adaption. In a further analysis, task-related state motivation, which was measured three times during the task, was linked to better performance on the subsequent measurement occasion. Furthermore, preliminary evidence was found that change communication might help maintain motivation. Overall, the findings confirm that examining proximal predictors of the adaption process can be fruitful. Furthermore, the results can be used by organizations that wish to minimize change-induced losses by deploying adequate change communication and maintaining employees’ motivation.