Your team is facing a big change. How can you help them adapt?

10 X your communication. It's human nature to fill a void or silence with the worst possible outcomes, so being open, as transparent as possible, and authentic is the best way you can show up as a leader for your people. Remind them of their own autonomy - we may not like all situations, but we always have a degree of choice. Remembering this is empowering for all of us, and we can adapt to change far more comfortably. Finally, ensure people have the time and are actively encouraged to invest in their own resilience - physical wellbeing, time with their loved ones, being connected with purpose both inside and outside of work. Our personal resilience is the foundation of team and organisational resilience.

Make sure you create an action plan for communications and start way in advance. The more information and communication you provide, the more control employees feel they have in the process. Create FAQs in advance of rollout to address all the possible questions that may come up. Planning in advance is critical to success and shows that you really thought about the potential impact.

Avant tout le changement doit s’inscrire dans une vision servant la finalité et la raison d’être de l’organisation. Contextualiser, le changement est essentiel pour entraîner les équipes. Équipes qu’il convient d’entraîner à l’analyse de la chaîne de valeur, par le renforcement de l’autonomie et de la prise d’initiatives pour que le changement devienne un élément de la culture organisationnelle . C’est aussi pourquoi piloter le changement en mode agile induit une adhésion plus forte .

This is back to front. If you are a good leader you know something about your team and you know some of the things that will worry them. It is usually will i have a job where will i be working etc. your team will listen if you actually address what worries them instead of droning on about the strategic importance of the change however important. What matters to people is first how it affects them the impact on the organisation as a whole is very secondary. There is no shared vision unless there is basic calm.

As people managers, we hold the power to shape changes within our organization. However, we should only accept change if it aligns with our goals. To achieve this, we can follow these tips: 1. Get to know your team. 2. Connect their likes and dislikes with the organizational needs. 3. Deal with resistance diligently and with care. 4. Understand their state of mind and fear factor. 5. Use democratic or transformational leadership styles. 6. Encourage change ambassadors. 7. Gauge your team's feelings periodically. 8. Keep your leadership informed. 9. Leverage senior leadership for critical resources.

During times of change, effective leadership is crucial. Sharing key steps to help your team adapt: Communication: Be transparent about changes. Listen: Acknowledge concerns and provide support. Clear Expectations: Define roles clearly. Collaboration: Foster teamwork and knowledge sharing. Celebrate Wins: Recognize achievements to boost morale. Lead by Example: Demonstrate resilience and positivity. Feedback: Encourage open communication for improvement. Highlight Benefits: Emphasize growth opportunities. Patience: Change takes time; be understanding. Guide your team through change with confidence and resilience. #Leadership #ChangeManagement #Teamwork

To support employees through change, clear and compelling communication is nonnegotiable. It is essential. In the initial communication and subsequent interactions, emphasize the change’s necessity and its achievable benefits. Address concerns, provide a vision for the future, and demonstrate leadership commitment to foster belief in the change and ensure successful adaptation. The why is not only important in the beginning, employees need to be reminded throughout the implementation.

Offer Direction. Often, in periods of change, employees have a difficult time discerning the direction they're supposed to be headed. ... Provide Training Opportunities. ... Practice Reverse Mentoring. ... Focus on the Benefits.

In my experience of managing changes, I know firsthand how important it is to help our teams roll with the punches when change comes knocking. It's all about keeping the communication lines wide open, being transparent, being available to answer the questions and giving plenty of support. Remember to explain the 'why', address any worries, and cheer on every little victory along the way. By staying positive, flexible, and clear about where we're headed, we can help our teams adapt to the change.

I have been in consulting for a very long time. The difference between success and failure lies in the change management strategies. Involving the team in the how is very important. One of the things that I try to encourage is allowing your leaders to come up with the how. We know where we are. We know where we want to be. How we get there should be something that the leaders are intimately involved in developing. I typically have the leader present the how. As long as I believe that it will 1. Get to the proper end point, 2. Not add extra expense or unnecessary delays and 3. Doesn’t create any compliance issues, I approve their how. I resist the temptation to tell them how. Their “how” may look different than mine. But buy-in is critical.

People are often facing some feeling of loss when going through a change. Loss of stability, loss of status, loss of connections; it can be anything. Additionally, people often feel like they are presented with the change, without having any influence on it. As a leader you can involve your team in the shaping of the new future. And this doesn't mean that you have to involve them in everything. As a leader you can set the bigger picture vision), and make your team co-responsible for translating this to every-day-life: what does this mean for our team, our daily work, our processes, etc.? Having a joint responsibility and ownership will increase how your team feels about the change and will make it easier to adapt to it.

One of the neatest strategies I've seen in change managment lies with a perceived "neigh-sayer". Do you have someone that you know will be adverse to the change? Try this: Loop them in confidentially and early. Let them know that you want to get their thoughts and walk through the change. This empowers them to feel part of the change and will help them to adapt to the change faster by providing them with more time to shift their mental-model. It doesn't work for everyone, but when used properly you can have an unexpected "cheer-leader" to assist. Others will recognize that someone who is normally negative is onboard and will help them to jump onboard even faster!

It’s not maybe to involve. You need to engage people. Best way to engage someone is get their buy in and create ownership. According to research, ownership creates more engagement which leads to better business results.

Spend time 'mapping' your stakeholders. Are they the decision makers, influencers, spectators, key users, potential barriers? Develop your communication plan around this.

Change is a matter of commitment, trust and support from the management team to the teams. The success is always from the team’s involvement and how smoothly can operate the next day. Although the management wants the change but the teams will have to work on the everyday routine activities! When the change is completed the rewards should apply only to the teams and NOT the management! It sounds radical, but this is the path for the success since the management is only asking and not bothering themselves with the routine micro management

Involving your team is one of the greatest learning journeys ever. They don’t know what they don’t know! It is an opportunity to grow change agile leaders through self-awareness, new ideas and understanding what makes change difficult for some, and easier for others. Learning and coaching during the process that fosters change agility within a leader, is a gift. One of my favorite teachings I love to share during these times, comes from one of the greatest "learners" we have known: Einstein is quoted as having said, “If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions.” Preparing oneself is critical. Preparing a team for a future of change, can change lives.

There is nothing worse than telling your teams not only what they have to do, but how to do it. That is the fastest way to slow change down as the teams will resit it. The role of a leader is to explain the outcomes (the why) of what you or the organisation is trying to achieve (step 1), but then to support the team's in developing their own solutions to achieve those goals. You need to maintain oversight of those actions but you must empower the team develop their own solutions within their sphere's of influence. This builds buy-in and critically, provides a better solution than anything you'd like do in a silo.

Giving people an opportunity to have a voice in the change can remove the thought that it's happening "to" them and rather it's happening "with" them. As a leader of the change, you must be clear on the expectations of their involvement, including where and when they can contribute and then what will be done with that contribution. Be sure to live up to your commitments, as that builds the trust that the change is for valuable reasons and will have quality outcomes (to change the belief it's just happening to happen). Also be prepared for the negative responses and emotions tied to the change, knowing how to respond to them and how to manage them. Create the safe space for people to contribute, where they are in the change, to move forward.

Have a clear, concise and shared reasoning amongst all leaders in the business on the change. Repeat the message often, with a tone from the top. Personalise it with your own experience and story or what you believe can be as a result of this change.

Remember that different people learn in different ways, some people want to be shown how to do it, others like to watch a step-by-step video. Cater for different preferences and needs in communications and training to maximise risk.

One key thing to remember is that there are stages of change and that your team will go through them differently. Take time to innovate as a team but connect routinely one-on-one. Inspiration is an individual spark.

To successfully implement change, we must first clearly define the objectives, develop a comprehensive plan, and then execute it accordingly. It is essential that the initiative must come from top to bottom and all stakeholders understand the "what," "why," and "how" of the proposed changes. Once the groundwork is laid, we can begin executing the plan iteratively with a small team. Through continuous iteration and refinement, we can gradually achieve our goals. This process should be repeated until the entire organization undergoes transformation

Not everyone experiences change in the same way. Begin from a place of empathy, trying to understand how the team may be feeling, using what you know about each of them specifically. Let them know that you're in this together and that you'll all help each other through the change. Then tweak your approach as needed for the various team members, e.g. ensure you connect 1-1 with someone who tends to not speak up in groups, or ensure there are different methods to learn for people with different learning styles.

For many companies the change is actually only constant during the lifecycle, and having a robust plan for the change implementation (communication, timeline, particular team member responsibilities, L&D tasks, etc...) will help to "paint" more certainty around change and by involving the team members not that they'll be partially owning the change, but embracing it gradually through the journey. As for manager role, it goes without saying that aside of putting a plan, there should be communication routine and individual support to team members (people are different).

An innovative method is to create a digital learning ecosystem that offers personalized learning paths tailored to each individual’s role in the change process. Gamification of learning activities can increase engagement and retention of information. Additionally, establishing a mentorship program where team members can seek advice and share experiences can provide both professional guidance and emotional support.

This is something that we keep facing and will be a constant in the future: CHANGE. That is why we should always be open with the comunications and help our teams to manage the different situations that can occur.

One thing that I have found helpful while dealing with teams that need to adapt to change; is the ability to create a strong proposition which merges well with how team members learn and think. Identifying "what is in it for me" is important. For example, some team members are motivated by recognition, while others are motivated with potential growth, career trajectories or taking on bigger roles. Having patience with those who take time to understand and knowing when to intervene, how much is the key.

As a leader ultimately your role is support your team. Support takes on many forms, from regular 121's, ensuring staff feel there opinions matter and will be considered. As a leader you need to create this safe environment so staff can openly discuss issues and you can give them your support without fear of retribution. It is proven that productivity is linked to team morale, so the importance of having good support initiatives in the workplace is important both businesses and it employees.

In any change management, transparency to what is going well and what is falling behind needs to be consistently communicated. A steady drumbeat of feedback helps build trust and collaboration, as it can reinforce buy in and accountability. Leaders must also follow up on their directives and objectives; if teams feel it’s “all talk” without action or follow up, momentum and trust can erode.

Navigating change is all about fostering trust and collaboration within our teams. It's crucial to create a culture where open communication is encouraged, allowing everyone to share their insights and challenges. This openness not only builds a supportive environment but also enhances problem-solving and innovation 🚀. Focusing on outcomes, embracing rapid feedback loops, and breaking down silos are key strategies for adapting effectively. Let's champion a culture that thrives on transparency, accountability, and collective growth.💡🤝

Trust is what happens with time hence why it needs to be earned as the process evolves, that’s why your team should be carried along as well as being involved in the whole process of Change . It helps minimize the resistance since they are all involved in the change process. Every team member should be made to feel relevant, important and made to feel their input will make the change process seamless 👌

Build trust from the beginning by including the team in the problem/opportunity requirements and solutions definition phases. You will then have their confidence and trust from the outset. Don’t implement change to people. Empower them to drive change.

The best way to build leadership capital, is through collaboration and trust. Letting you team define the path on how to get across the finish line and supporting them along the way, will add exponential value.

Change can be daunting and confronting if not communicated well however that connection can make the delivery oh so much easier. If you are trusted in the first place and have a true connection to the team involved, it will make it easier for you to communicate the why, how and what as well as for the team to receive it.

As I work with teams, I am confronted with the fact, more often than not, that trust is usually the missing component between what makes a great team or a mediocre one. How do you build trust in the midst of change? For starters, be honest. If you don't know something, say so. If you don't have the answers at a critical inflection point, find someone who does and do your utmost to give your people the best possible information to advance the change. If people know that you're not just blowing smoke and you're trying hard to be honest, they will be more willing to stay the course and help you see the change consummated.

Create avenues for colleagues to provide input and feedback, and ensure this happens regularly or at key points in the process, e.g., design, development, consultation... Don't do the change to people and you will minimise resistance. This is also key to take diverse perspectives into account and engage advocates early on.

Here are 5 key steps to prepare for change: 1. MAP: Draw the change ecosystem and its constituents 2. ENVISION: Be clear about what is changing - its impacts and benefits 3. DIAGNOSE: Identify the big patterns that might impact the change 4. ENGAGE: Connect with key stakeholders to co-create the vision and agree roles 5. MEASURE: Decide (early on) how you will measure progress Remember the preparation is one of the most important phases of any change process.

Celebrate… absolutely essential. Some CEO’s believe that just saying “great job guys” is enough. It can be… but definitely a dinner, an out of office celebration, a retreat with the main players marks in a stronger way the results and achievements. Do not underestimate the power of one-one celebration. People will never forget those 15 minutes of fame on the stage

Don't wait until the end to celebrate progress. Celebrate key milestones and achievements, praise efforts, both publicly and individually. Manage the change in a way that signals how you want people to work in the future, for example, if you want to encourage collaboration, don't drive activities top down.

If you have involved your team from the beginning or communicated the desired outcomes, it's only right to celebrate steps in the right direction. People want to feel control but also be recognized for positive contributions. The team should take credit for implementing and understanding the impact of the change.

The most effective stories for positive reinforcement of change are often those that start out the worst. Pay attention to change resistors and understand their perspectives. By celebrating the milestones in their change journey with a broader group, the message will carry farther. If possible, recruit those with high influence to be change agents. As former resistors, they can quickly intercept misinformation in the back channel, and their opinions on the topic are beyond reproach.

Reconnaître les efforts et les progrès : félicitez et remerciez votre équipe pour leur implication et leur adaptation au changement. Valorisez leurs efforts et leurs réussites pour les motiver à continuer.

Kleine Erfolge feiern, einmal Danke sagen und Wertschätzung geben. Wertschätzung muss nicht immer durch Geld oder Anlässe gegeben werden, sondern kann auch durch Präsenz, Danken und Zuhören gegeben werden.

Changing behaviors requires positive reinforcement - which is what celebration does. When I’ve wanted to change my own behaviors, I would mentally acknowledge the progress / change, I’d write it down, and I’d do something special for myself as a reward. The same thinking can be applied at scale: publicly acknowledge people. Send personal emails, notes in Slack or Teams, or feature people somehow. Reward through whatever means make sense for your org. Celebrations also help to inspire and motivate others to adopt the right behaviors. It’s an easy lever to pull and one that is highly effective.

In celebrating, be willing to celebrate even if everything isn't exactly where you want it to be. When it comes to people, it won't always go how we plan, and sometimes celebrating how you had to shift can show how change is a process, and you're happy for everything you learn along the way.

Is to have many sessions with individuals as they struggle personally with change and thier ability to adapt and change. This may take a few sessions or many it's dependent on the person and their condition and mental preparedness as there are many factors we don't know about at work, like a sick family member or a crisis in the family like a divorce or a problem with children all of these impact people in different ways. One needs to be aware and sensitive to these personal differences.

Respect the roots. Where you came from, and what got you here, is an important part of building a powerful "Why". Why is the change needed? And why now? How does making the change honor the core values and beliefs of the team or business? What happens if you fail to change? What important things (values) are at risk if you don't make a move?

You must understand the personalities on your team and be able to meet them where they are. Some need reassurance that this change isn't putting them out of a job or a core role. Some need to know how important they are to the overall project - and what their efforts drive down the line. Some are just here for a paycheck and will do whatever is needed but no more. Know who you're dealing with so you can adapt strategies that will include all of your team members. 1 unhappy team member leads to more unhappy members. You can't leave anyone behind - unless that person is not a good fit for the rest of the journey at which time you can help them find something that is a better fit for their skills - internally or otherwise.

An often-overlooked aspect of change management is the psychological safety of team members. As a change management consultant, advocating for policies and practices that ensure team members feel safe to express doubts, fears, and ideas without the risk of negative repercussions is crucial. This could involve training for managers on empathetic leadership or the establishment of anonymous feedback channels. Ensuring psychological safety enhances openness and resilience, key components for navigating the uncertainties of change.

It is important to have a change mindset in the teams. Being open to ideas and change is a culture. If your team is closed off to change then none of these practices help. During these times, if you are not moving forwards, you are moving backwards. Only agile teams can survive in these dynamic times.

Change would also requiring acquiring new knowledge and skills. The team members should invest in acquiring the new knowledge and skills. They should ‘practise’ applying that knowledge and skills by conducting small ‘pilots’. Once the the team members are confident about application of new knowledge and skills, they could scale the change.

Identify different cohorts and their persona, to manage communication effectively. Calls for leadership sense-making and sense-giving, in varying frequencies, with utmost transparency, sharing progress. Smaller group conversations with change champions/influencers on daily basis can help further customizing plans.

Effective communication is key. Create a safe space and trust worthy environment, then Listen and listen again and again to team members concerns and fears. Address all concerns and ensure you have the teams buy-in. Train and re-train or up skill where needed. Identify change ambassadors and agents. Be flexible and patient. And always be seen to lead by example.

At the end of the day, change is inevitable. Without change/innovation, we fail to address changing environments and influences on our day to day. The vast majority of employees understand and know this already. So really, there shouldn`t be too much needed, other than clear communication as to WHY. The more details and transparent this communication is, the better the acceptance will be for the change itself. I tend to focus on those that don`t relate to, or understand the why and assist them more proactively to guide them through the change process.

Never underestimate the importance of taking the team on the journey - ordinarily humas are wired to resist change but if the team is part of the process leading to the change then they are more inclined to ease into the change and buy into it when they are made to feel like they are part of the change instead of the change being imposed on them.