Here's how you can effectively manage a team during times of change and uncertainty.

Of utmost importance is honesty, transparency, humility and regular communication - even when there is nothing new to say - say so. Give clear direction. Ensure that the rationale for the change is understood. Be there for your people. Listen. Take concerns seriously and when you say you'll take it away and get back to them, do it. Make sure everyone is aware of the support that's available. Ensure that you create the space for people to come to terms with the change, encourage them to share how they are feeling. Above all, be present and available.

1. Transparent Communication: Keep your team informed about changes as much as possible. Be honest about what is known and unknown, and encourage open dialogue to address concerns and share ideas. 2. Provide Clarity and Direction: Despite uncertainty, provide a sense of direction by setting clear goals and priorities. Help your team understand how their work fits into the bigger picture and reassure them of their value. 3. Lead by Example: Demonstrate resilience and a positive attitude in the face of change. Show your team that you are committed to navigating through uncertainty together. 4. Provide Opportunities for Learning and Growth: Encourage continuous learning and skill-building to help your team adapt to new challenges.

Navigating change with a team means confronting a fear of the unknown. Ambiguity breeds fear and speculation which is counterproductive. It impacts teams on both mission levels (why are we here?) and a personal level (what does this mean for me?). Leadership transparency is crucial: share insights, answer questions, listen to concerns, outline direction, create a positive narrative and update teams regularly. Foster ownership with teams by involving them in refining processes to match the new narrative. This will help everyone by providing some structure, and creating a sense of ownership, within the change. Above all, be honest, treat your team well, get them involved and be supportive of the choices individuals will make.

Il ne suffit pas de communiquer ponctuellement, il faut créer des "rituels" d'accompagnement du changement. Vos collaborateurs doivent savoir qu'ils disposent d'un lieu et d'un temps d'échange pour accueillir progressivement le changement et échanger avec leur manager. L'intégration d'une transformation se fait par touches progressives. L'option du "passage en force" génére de fortes résistances au changement et un grand risque d'échec.

Be direct about the expectations. Without holding back, tell the team what will work and what will not work. There are folks who always hope that they don't have to do any heavy lifting so if you need someone to do so then be direct. Engage the team tightly.

Change is constant, however, the current technology trends and changes are bringing dramatic impact to the environment. The impact and changes have surpassed the speed of all previous records. This requires all channels of communications to be opened. Even if there are planned changes, specific discussions and prep sessions must be conducted and get a buy-in of the greater audience. The idea is to educate the team of the impact and benefits of adapting to new solutions. Bigger change will require more and regular communications for the team to comprehend the impact on their job or processes. Finally, an educated and prepared team will better able to adapt and manage change.

Communication and Transparency is important to people. Not knowing and being uncertain about the future can have people feeling anxious and worried. Even if you are not clear on when you will know something or when something will happen, focus on the date you will have an update for them. It gives them something that is certain. E.g ‘By this date we will have an update on progress that we can share with you.’ If you don’t have the answers don’t make them up, let them know when you will have the answers though e.g ‘on April 1st we will share the new structure’

Une bonne communication nécessite d'abord une méthode en compréhension dans les situations de changement. Je ne crois pas qu'un changement puisse avoir lieu si on ne tient pas compte des contextes et des intentions des employés/encadrements. Quant à l'écoute, c'est une autre pierre angulaire en effet, et une solide connaissance du fonctionnement humain. Etre écouté, c'est surtout être compris.

Communiquer autour de la vérité du changement est essentiel. Toute parole qui aura été infirmée par les faits générera de la méfiance et, partant, des difficultés à avancer. Lorsqu'une dimension de la transformation est encore floue, il faut savoir le dire.

Recognise that your team are all individuals and will need you to support them in different ways at different times. Don’t rely on ‘I’ve communicated the change and I have listened to them, so everyone is onboard.’ Some will need further reassurance, some will relish the challenge and want to get on with the change, some maybe quietly struggling and unsure how to share how much this is affecting them… They may all need a different level of support. Listen and understand what level of support they are going to need from you during the change.

Listen and understand what level of support they need from you during the change. Use your past experiences and learnings and apply them.

Le soutien social passe bien souvent aussi par l'exemplarité du management. Pour qu'une équipe verbalise, se confie et partage ses difficultés authentiquement en situation d'incertitude, le manager lui aussi partage ce qui se passe pour lui. Si le manager ne demande jamais de soutien, ne dévoile pas par moment sa vulnérabilité, ne parle pas de ses émotions ou difficultés (sans jouer un r?le d'amplificateur bien s?r), l'équipe risque de s'aligner sur ces comportements et en faire une valeur. Par conséquence, le soutien risque de rester un idéal non incarné. Enfin, pour que le soutien soit efficace au sein des équipes en situation d'urgence, les relations et la sécurité psychologique se travaillent en amont, au quotidien.

La flexibilité des collaborateurs ne se décrète pas ! Elle se construit avec un management bienveillant au quotidien, avec un manager qui valorise l'innovation et accueille les erreurs comme des opportunités pour grandir. Pour le dire simplement, pas de collaborateurs flexibles sans une grande confiance vis à vis de leur manager. Ce dernier doit être coach (responsabilité sur le développement personnel de ses collaborateurs) et leader (responsabilité sur le collectif).

Les incertitudes génèrent les résistances où chacun revient sur un quant à soi de survie. Traiter cela en priorité avant de parler de souplesse me parait essentiel

La confiance ne se décrète pas, elle s'installe par une bonne formation aux soft skills, ces nécessaires compétences comportementales. De même, les leaders ont intérêt à créer des relations suffisamment bonnes.

Características del líder para generar confianza: a) TRANSPARENCIA: Comunica honestamente y comparta información relevante. b) LíDER EJEMPLAR: Demuestra con tu comportamiento los pasos a seguir. c) DIALOGO: Crea un espacio seguro en el que puedan expresarse opiniones y preocupaciones. d) CRECIMIENTO: ofrezca apoyo y formación para el desarrollo personal y profesional. e) FESTEJO: Celebra los éxitos y los logros de los colaboradores. f) EMPATIA: Ponte en la piel de tus colaboradores e intenta comprender sus perspectivas y experiencias. g) INTEGRIDAD: Sé ético. Actúa con integridad y equidad en todas tus decisiones y acciones. h) AUTENTICIDAD:? Permita ver la verdadera persona detrás del líder, compartiendo tus propias dudas y desafíos.

Remind people that a competitor company losing ground/ seeing sales decline does not automatically equate to your own success. Losers can still win and winners are always most vulnerable when celebrating success. This is about digging deep and being confident in your own ability and your own limitations.

Consejos útiles para fortalecer tu resiliencia: 1. Aprenda a manejar el estrés: Es una parte natural de la vida y aprender a controlarlo es fundamental. 2. Desarrolla habilidades de autoestima. Aprenda a ser más comprensivo con ti mismo, acepta fracasos y enfrenta tus errores como oportunidades de aprendizaje. 3. Cultiva relaciones saludables: Las relaciones son importantes para el bienestar emocional. Mantenga conexiones con amigos y familiares que te apoyen y te entiendan. 4. Aprenda a aceptar lo que no puedes controlar: No todos los problemas pueden ser resueltos, y es importante aprender a aceptar esto. 5. Asegura establecer objetivos que sean realistas, te mantengan motivado y que te permitan celebrar peque?os éxitos en el camino.

La résilience est un mot inadapté ici. Dans la plupart des cas, améliorer la capacité à faire face au changement demande un audit relationnel entre les membres des différents niveaux hiérarchiques.

As a leader, it is most important to be prepared for changes on behalf of the team too. To that end, it is important that one listens to, and communicate with, the team from Day 1. This would help guide each one individually in case of changes. When a large transformation program in The Philippines was shut down a week after a successful pilot launch, impacting employees, we tried to help and guide individually. It helped that the fantastic delivery lead had saved enough cost budget to tide over those tough times. In summary, save for hard times assuming that changes are inevitable, know your team intimately, communicate without platitudes (don’t lie) but to help tide over the difficulties in practical terms.

During times of change, fostering an environment where individuals feel understood and valued is crucial. This approach builds trust, mitigates fear and resistance, and empowers people to adapt and thrive. Change is inevitable, but by leading with empathy, we can drive innovation, build resilience, and ultimately achieve greater success.

Express your own vulnerability. Demonstrate to your team that this is about each and every one of you and that as a leader you have your own concerns and your own feelings. It’s important to be aware of the reality that your team will not consider you having the same range of emotions and emotional reactions that they have to the situation they find themselves in.

Be a connector! Help your team do meaningful work that supports the change. Help them build their networks that support their work and their career plans. Have development conversations to support their professional flexibility. Change will happen, as a leader, you should be helping your team be prepared for whatever may come.

We often focus on the technical side of the change and the human side of that change is a forethought. Change needs to include the human side from the very beginning. Being stakeholders in early and often, this will not only build trust, but will also provide clarity and insight into why the change is needed.