Change is inevitable, but not always easy. As a leader, you have the responsibility and the opportunity to guide your team through change with confidence and clarity. But how do you do that without losing their trust and engagement? Here are some tips to help you build trust as a change leader.
One of the most common reasons why people resist change is because they don't understand the purpose and the process behind it. As a change leader, you need to communicate the why and the how of the change clearly and consistently. Explain the vision, the goals, the benefits, and the challenges of the change. Share the roadmap, the milestones, the roles, and the expectations of the change. Invite feedback, questions, and concerns from your team and address them promptly and respectfully.
I found it helpful to remember that people support change not when it's imposed but when they're a part of its inception. It's not always possible to keep everyone at the inception point, but you hired these people and should use their brains. By tapping into the insights, expertise, and perspectives of everyone involved, not only can more effective solutions emerge, but you also foster a culture of ownership and collaboration. Bottom line - Start the communication as early as possible.
People are less fearful and more motivated when you tell them why the the change is happening or needs to happen. Explaining the how ensures that everyone is aligned on next steps and expectations. Together the why and how empower people to understand and move efficiently in the required direction.
As a change leader, build trust by applying the Prosci ADKAR Model for individual change and the 3-Phase Process for organizational change. Clearly communicate the 'why' through creating Awareness and Desire, and the 'how' by ensuring Knowledge, Ability, and Reinforcement. Institutionalize change management practices for the organization. Simultaneously, maintain open and transparent communication, sharing the vision, goals, and challenges. Clarify roles, provide a detailed roadmap, and invite and address team feedback promptly. This dual approach fosters trust through structured change management and clear communication
Such communication is an ongoing process, not a one-time activity. You have to become a walking poster of the change initiative you're running and know that you cannot possibly overcommunicate it. People need to understand WHY - not only as the big picture but what's in it for them. You have to get them engaged. Moreover, when there are parallel initiatives going on, you have to clearly explain the priorities. And every time something changes, you'll have to explain all the priorities again. Don't assume that if nothing has changed with your particular initiative, people know and act acc. to the previous order or priorities - things change all the time, therefore ALL priorities should be communicated all the time. "No change" is also news.
Building trust as a change leader involves four primary steps: 1. Transparency: Communicate your change vision, the reasons for it, and its potential impacts openly and honestly. 2. Consistency: Ensure that your actions align with your words. Lead by example and demonstrate commitment to the change. 3. Engagement: Involve team members in the change process, valuing their insights and acknowledging their concerns. 4. Support:Provide needed resources and guidance during the transition, showing empathy and understanding for the challenges faced by those on your team.
Another way to build trust as a change leader is to show that you are committed and competent to lead the change. This means that you need to model the behaviors and values that you expect from your team. You need to be transparent, accountable, and proactive. You need to provide support, resources, and recognition to your team. You need to monitor progress, evaluate results, and celebrate successes. You need to acknowledge mistakes, learn from them, and make adjustments as needed.
Adding the AI perspective here - Introducing AI into a traditional change management setting adds layers of complexity but also opportunities. Trust in AI-centric change leadership involves making the AI decision-making process comprehensible to your team. Transparency should not just be about end outcomes but also about AI algorithms, data sourcing, and error margins. A written Ethical Code of Conduct specific to AI projects can further enhance clarity and trust. Moreover, training team members in AI ethics can be an empowering move, reinforcing the notion that they are crucial participants in this change.
Actions rather than words are essential for building trust with your team. For them to see you there working alongside them through difficult times, for example. To see you take ownership when things go wrong rather than blame the team. To celebrate team member’s successes.
Building trust as a change leader requires demonstrating unwavering commitment and competence. I believe that modeling the expected behaviors and values, coupled with transparency, accountability, and a proactive stance, solidifies this trust. From my perspective, acknowledging our missteps, learning from them, and consistently celebrating team successes further cements the foundation of trust.
You also needn't be afraid of failure. I think it is crucial to communicate vulnerability, as often times projects do not go as planned. Trust is gained if the change leaders are not afraid of failure.
Walk the talk. There is no other way. There have been instances where companies have failed to sustain the change and motivation over a longer period of time because leaders themselves were not living the values. Actually values could not even be displayed in some cases. I recall having spent hours to translate feedback from a couple of sessions to put vision and mission and values in print only to know later that those were simply ignored. I was told about many an incident where leaders behaved glaringly opposite to what was shared. Those on top and responsible chose to turn a blind eye for the reasons best known to them. It all happens with human behaviour so unpredictable irrespective of the levels each of us operate from.
A third way to build trust as a change leader is to empower and involve your team in the change process. This means that you need to delegate authority, responsibility, and autonomy to your team members. You need to encourage them to share their ideas, opinions, and suggestions for improvement. You need to create a culture of collaboration, innovation, and learning. You need to recognize and leverage the strengths, skills, and interests of your team members. You need to respect their diversity, individuality, and creativity.
All humans resist change One of the biggest mistake companies do is, that only few select senior team members are involved in change process & than it is enforced on all others. Most, if not all are involved from the beginning than it becomes easy to implement change as people at levels would be convinced & others automatically follow when they see their peers adopting it. Change coming from the top will always be taking negatively in the beginning as against change coming from sideways, which is where top to bottom team plays a critical role
A common mis-step in major change efforts is not intentionally creating space for change work. If you're navigating major change on top of business as usual, there are sure to be mis-steps. I often recommend that there be an appointed "change czar" who can serve as the conductor for new efforts. This person should: - Adjust their schedule to remove anything unnecessary or low priority - Norm with the CEO or principal leader on how they can maintain a direct line to them - Map out the communications structures critical for the change - Set a vision for how staff experience this and stay involved and engaged - Share with people your role and what they can expect Doing change well takes time, focus, and careful consideration.
Earlier in my career, as an R&D team leader, we faced a significant overhaul due to changing client requirements. The initial mood was resistance, mainly because the team felt they were being told what to do rather than being consulted on how best to adapt to the new requirements. Recognizing the opportunity to build trust, I decided to shift the approach. Instead of imposing a solution, I called for a brainstorming session. We aimed to get everyone's input on adjusting our plans to meet the new demands. And I still remember how this approach worked, immediately shifting the mood. Since then, I have tried to stick to the principle where the teams I manage are given problems to solve and not orders to go by.
While we all find it easy to engage and empower our direct teams, it is equally important to engage cross-functional teams as well. As a change leader or an agent, it is important to draw consensus with cross-functional teams on change objectives and gain their trust. With cross engagements, you not only build trust but also grow allies who will help in taking the goals forward.
Change is a collective effort. Trust in your team's capabilities, encourage their participation, allow them autonomy, and motivate through inclusion. Follow T.E.A.M. Model for effective Change Management Leadership T-Trust their expertise. E-Encourage participation. A-Acknowledge contributions. M-Motivate with autonomy. In the realm of change, inclusivity is the key to success. Foster a culture where every member has a voice and a role in shaping the future. This collaborative approach not only harnesses collective intelligence but also builds a resilient and agile team ready to adapt to new horizons.
A fourth way to build trust as a change leader is to show empathy and appreciation to your team. This means that you need to understand and acknowledge the emotions, challenges, and needs of your team members. You need to listen to them, empathize with them, and support them. You need to express gratitude, praise, and recognition for their efforts, contributions, and achievements. You need to celebrate their growth, development, and potential.
Showing empathy and appreciation are key to building trust during change. Understand the emotional landscape of your team by acknowledging their challenges and needs. Listen actively and offer support to help them navigate change. Regularly express gratitude for their efforts and contributions, praising achievements to elevate morale. Celebrate not just task completions, but also the personal growth and potential each member brings to the team. This approach not only eases the change process but solidifies trust, making your team more cohesive and resilient in the face of future challenges.
Empathy and appreciation are like the glue that holds a team together during change. It's about understanding their feelings and challenges, just like a good friend would. Listening, empathizing, and supporting are essential, just as expressing gratitude and recognizing their hard work is. In essence, it's about being a leader who cares, listens, and acknowledges the human side of change.
Everybody experiences change differently. The people on your team own it. As a Leader you need to always remember that, which requires empathy. First understand with them what their current context is, so you know how any change might land. The act of listening and appreciation of their situation not only builds trust, but allows you both to see where the change might fit in their world.
Expressing gratitude, praise, and recognition is another powerful way to strengthen trust. When your team puts in extra effort, take the time to acknowledge and appreciate their hard work. Publicly recognize their contributions and achievements, both big and small. This not only boosts morale but also reinforces the idea that their efforts are valued and recognized. Celebrating your team's growth, development, and potential is essential. Acknowledge their progress and the skills they've acquired during the change process. Highlight how these experiences can contribute to their personal and professional development. By doing so, you not only build trust but also motivate your team to continue adapting and thriving in a changing environment.
Change can be challenging. Connect with your team emotionally, acknowledge their feelings, and always express gratitude for their efforts. In the face of change, human connection is your strongest asset. Be a leader who listens, understands, and values the emotions and contributions of your team. This nurturing approach will cultivate a supportive environment where individuals flourish, fostering loyalty and enhancing productivity. Leverage C.A.R.E. framework to build trust as a change leader C-Connect emotionally. A-Acknowledge feelings. R-Respond to concerns. E-Express gratitude
A fifth way to build trust as a change leader is to build relationships and rapport with your team. This means that you need to connect with them on a personal and professional level. You need to show interest, care, and respect for them as individuals and as team members. You need to communicate openly, honestly, and frequently. You need to share stories, experiences, and insights. You need to have fun, laugh, and enjoy working together.
What if you need to rebuild trust? It's essential to set expectations so they understand your positive intent & what's in it for them. Here's a coaching talk track to rebuild trust. "What I want for you is to feel I’m a trusted resource who supports you to achieve your goals. Reflecting on our last conversations, I may not have always given you the attention or respect of your role you deserve. I apologize if I said or did anything that may have hurt our relationship, as that was never my intent. That’s why I can use your help. Let’s reset our relationship & redesign how (our depts./we) work together so we can support each other to achieve all our goals. May I ask some questions about your role? Feel free to ask me the same questions."
Strong relationships are the foundation of successful change. Foster mutual respect, keep communication open, and nurture connections to build lasting trust. Forge genuine connections and foster a camaraderie that transcends professional boundaries. This approach not only builds a cohesive unit but also creates a reservoir of goodwill and trust, the cornerstone of successful change leadership. Imbibe B.O.N.D. Mindset B-Build mutual respect. O-Open lines of communication. N-Nurture connections. D-Develop trust over time.
Building relationships and rapport is essential for trust in change management. Connect with your team both personally and professionally, showing genuine interest, care, and respect for them as individuals. Prioritize open, honest, and frequent communication to keep everyone aligned and informed. Share stories, experiences, and insights to humanize yourself and foster a sense of shared purpose. Don't underestimate the power of lighter moments—having fun, laughing, and enjoying the work environment can defuse tension and contribute to a positive culture. By investing in relationships, you create a foundation of trust that makes navigating change together far more successful and satisfying.
Showing you care is the foundation for building strong relationships and trust, especially during times of change. As a leader, guiding my team through uncertainty, demonstrating genuine care and concern for them as individuals, is critical. Change can catalyze fear, anxiety, and doubt. By connecting with my team on a human level - taking interest in their lives, actively listening, and showing empathy - I can provide the reassurance they need to stay engaged. When people know you truly care, they are more willing to open up, take risks, and follow you into the unknown.
In my book "Relashuns to Relashines" a book of my thoughts on Relationships and Rapport Building is available on amazon I have written some simple statements. Let me share two: "It's not that you were not able to understand. It's only that I failed to understand how you preferred to understand." And "I have realised when I focus on the good in you; we both become better.." If we practice these, we are able to build lasting relationships and develop rapport. I have so many stories to share..
There is another key component to build trust as a change leader: DELIVERING RESULTS While you definitively need a compelling change story including all the Whys & Hows, delivering results is probably one of the strongest instruments to take an organization on a journey and winning the trust of people. It is crucial in my experience to design a change program which delivers results fast in short cycles. Making them visible and celebrate successes & learnings then, is a must, of course.
How can you build trust as a change leader? Care.?? As a change leader, building trust starts with genuine empathy and active listening. Communicate openly, acknowledging fears and concerns, while emphasizing shared values and vision. Lead by example, demonstrating integrity and transparency in decision-making. Foster collaboration, empowering others to contribute ideas and be part of the process. Show appreciation for efforts and celebrate progress, reinforcing a sense of unity and purpose. Consistently communicate and follow through on commitments, cultivating a culture of trust and accountability.
Building trust as a change leader involves clear and consistent communication, transparency in decision-making, and demonstrating integrity and reliability. Share the vision and purpose behind the change, ensuring everyone understands the reasons and benefits. Listen to concerns and feedback, showing empathy and addressing issues genuinely. Lead by example, embodying the change you want to see, and maintain open lines of communication throughout the process. Recognize and celebrate small wins to show progress. By doing so, you'll foster an environment of trust and collaboration, essential for successful change management.
Trust-based leadership starts with self-trust. We believe in our abilities. We know we can make sound decisions and create opportunities. And also act with transparency and honesty. We communicate decisions, and actions clearly and openly. This type of leadership creates ripples of trust. To activate, we restore trust in ourselves and each other. Why? Because until we heal ourselves and become aware that we are the leaders we need, not much will change. We will continue to flame the same fire. Now’s the time to move from blame to curiosity. We’re at a crucial moment in history. We need leaders who are trustworthy and ready to act with humility and compassion. And leadership is not outside ourselves.
6 key principles I follow to build a trusting team. ?? Setting clear expectations, ensure everyone knows what their role is, what’s expected of them and how they can contribute to the team. ?? Respect each other’s strengths, talents, and ideas. Validate each other and cultivate an environment of acceptance. ?? Open communication is key. Encourage everyone to be honest and open with their thoughts and feelings. ?? Provide strong, positive leadership. Show respect and appreciation for everyone’s contributions. ?? Encourage team collaboration. Work together to achieve goals, brainstorm solutions, and share ideas. ?? Acknowledge and celebrate successes, no matter how small. Celebrations can help boost morale and team spirit.