Here's how you can motivate and inspire your team during times of change.

Embarking on a change journey requires inspiring teams and individuals to own their future. Here are key strategies: 1) Set Clear Direction and Purpose: Define the sustainable purpose for individuals and team 2) Connect teams with resources: Ensure access to necessary tools and support. 3) Continuously actualize the change to the evolving organization. These are the Three Pillars of Leadership and Transformation: Sustainable Purpose - Connected Resources - Travelling Organization. Additionally: 4) Regular Viability Checks: Assess execution effectiveness. 5) Enable and recognize achievements. 6) Allow for positive experiences Enable a viable new way of working and positively reinforce its execution.

Frame it as a chance to learn new skills and improve. Share the "why" behind the change and how it benefits everyone. This gets your team on board and working together towards a common goal.

We often hear that change is the only constant, followed by the humorous remark that only a baby wants its diaper changed. A bit of humor always helps. Ultimately, everyone has slightly different relationships with change based on many factors. The question is, how can we appeal to the majority, explain the reasoning behind the change, and support a positive move? Personally, I believe it helps to be transparent, constructive, factual, and empathetic when delivering the message. You need to find a way to address change effectively. It might not resonate with everyone, but as long as people understand the reasons behind it, it can be the first step in the right direction, allowing you to build from there.

In times of change, embracing transformation isn't just about adapting—it's about leading by example and inspiring your team to see change as an opportunity for growth and innovation. Share stories of challenges turned into successes, highlighting how each member's unique skills contribute to the evolving vision. Foster an open dialogue where ideas flow freely, encouraging everyone to voice concerns and suggestions. Show empathy and understanding, acknowledging the discomfort that change can bring while emphasizing the exciting possibilities it unveils. Celebrate milestones, no matter how small, to reinforce progress.

Anstatt blind jede Ver?nderungen einfach zu akzeptieren, sollten wir sie kritisch hinterfragen und aktiv mitgestalten, um sicherzustellen, dass sie wirklich zum Wohl der Gemeinschaft und des Einzelnen dienen.

Talk openly about the changes and why they're happening. Let your team ask questions and share concerns. Hearing their thoughts shows you value them, and addressing concerns builds trust.

We find that we are in an era of change fatigue. Most employees feel that every manager/leader wants to effect some change just for the sake of it and that's a primary reason for resistance. Leaders should clearly communicate the "why" of change as much as they spend their efforts on the "how" or "what" of change. The "why" helps people to align with the change and also share their ideas and support the cause.

Offene Kommunikation, ja – aber nur, wenn sie wirklich offen und ehrlich ist, und nicht nur eine Sammlung von besch?nigenden Halbwahrheiten und leeren Phrasen ist. Echte Offenheit bedeutet auch, unangenehme Wahrheiten und Zweifel zuzulassen, anstatt sie zu verschweigen.

Los procesos de cambio generan gran incertidumbre en los equipos de trabajo y asi como hay personas flexibles capaces de adaptarse rápidamente a nuevos procesos, también hay otras que crean resistencia y a las cuales les cuesta más el cambio, definir procesos claros de capacitación, entrenamiento y apoyo durante la transición es fundamental para que todo el equipo se sienta tranquilo y para que las personas con más resistencia no contagien al equipo de pesismo! Como líderes debemos estar con total disposición a apoyar al equipo a atravesar estas etapas, como un reto más a superar y una gran oportunidad para demostrar y desarrollar nuevas habilitades y competencias.

Supporting the team in adapting to change is critical for their success. Offer tailored training and resources to aid in their adjustment to new systems or processes. Recognize individual differences in adaptation speed and be ready to provide additional support where needed. Establishing a supportive environment not only facilitates a smoother transition but also demonstrates our commitment to team's growth and success. This approach fosters resilience and improves overall team performance during periods of change.

Response to change follows a curve with ups and downs. Not only will individuals progress at different rates, but the leaders, designers and implementers of change are almost always much further along the curve than those more directly experiencing the change. When you are a leader, designer or implementer of change do remember that you have been sitting with this for a while already and you're probably already and the end of the psychological adaptation and raring to get on with it. Be patient, be empathetic!

Unterstützen, ja – aber nur, solange die Menschen und deren bisherige Leistungen gesch?tzt werden und sie nicht für dumm gehalten werden. Wahre Unterstützung bedeutet Anerkennung und Respekt für das, was bereits erreicht wurde, und nicht nur blinde Anpassung an neue Vorgaben.

Anerkennung und Sichtbarkeit sind ein enormer Treiber von Motivation und Ver?nderung. Es reicht manchmal schon eine kleine Geste: "Ich habe gesehen, dass du dich in den neuen Prozess eingearbeitet hast! Vielen Dank für deine Arbeit!"

Bemühungen anerkennen, ja – aber es muss ehrlich und sachbezogen sein und nicht wie ein Trostpreis klingen. Wahre Anerkennung sollte auf authentischer Wertsch?tzung und konkreten Leistungen beruhen, statt auf oberfl?chlichem Lob.

Identify and align small steps towards common goals Be a good listener as we all need that support as we navigate changes. Allow room to re-calibrate

Encourage your team to work together through changes. Team-building activities can help, but so can simply asking for their ideas. When they feel like they're part of the solution, they're more likely to embrace the change.

Zusammenarbeit, ja – aber bitte nicht durch mehr Meetings und Bürokratie. Echte Zusammenarbeit erfordert Vertrauen, klare Kommunikation und gemeinsame Ziele, nicht endlose Besprechungen, die oft mehr Zeit kosten als Nutzen bringen.

When designing and planning a change, it's likely you will have 75-90% of the information needed to get it spot on. There will be blind spots, it's just a matter of how impactful they are when you start implementing. Have feedback mechanisms ready in place, and be transparent about who will be taking it in. Be ready to make adjustments and honest about what needed to be changed and why. Thank people for bringing feedback and make sure it's clear that it was welcomed and helped to land the change better than it might have done.

Accountability and availability are important during the change process and should be explicitly communicated, as well as a consistent method for providing feedback.

- Communicate openly and frequently - Provide context and vision - Encourage feedback and participation - Acknowledge concerns and address fears - Celebrate small wins - Empower and support team members - Lead by example - Promote learning and growth - Foster a sense of camaraderie - Be patient and realistic