What are the best team management practices during a transition?

During periods of transition within a team or organization, effective communication is essential. Consistently providing updates and feedback is paramount, particularly for individuals prone to anxiety or resistant to change. Additionally, fostering collaboration and involving employees in decision-making processes can significantly boost morale and enhance overall employee engagement. Recognizing the uniqueness of each employee, addressing concerns and ideas both individually and collectively, creates a safe environment where individuals feel empowered to express themselves without fear of repercussion.

The team needs to know that you have their back during a time of change. Serve them by developing and executing a communication plan that includes - regular checkpoints for the team members to discuss challenges, get updates, and publically celebrate success and effort; - multiple forms of communicating information (running newsletter, recorded meetings, calls/texts), so members can access at their own convenience; - updates about current state and what changes may lie ahead. Be real. - space for members to connect without manager involvement. Communication starts when listening begins. Listen to them.

Transparency is the key to success. There should be no secrets among teams. If the entire team is needed to achieve success, then the entire team needs to be involved and informed at each step of the process. Communicating why the change/transition is necessary will serve to start the conversation with your teammates and engage them in solutions. Being open and honest throughout will engage individuals and allow them to voice concerns, seek clarity, and rally support.

Be as transparent as possible. Clearly communicate: 1. Before the transition (if you can). Give people time to ask questions and get ready. Lay out steps, timelines, and expectations. 2. During the transition. Provide regular updates especially if there is any change in direction. 3. After the transition. There should always be a downramp in communication. Don't just assume everyone is fine even after the transition is complete. Finally, while communicating all of this keep your communication neutral emotionally and just convey the facts.

Sharing the vision and goals are extremely important to establish the reason for the change. During the transition, establishing clear operating guidelines can also be quite effective as well. On my teams, we set communication protocols early which results in a common understanding of how we will communicate. For example, we establish a hierarchy: a call needs immediate attention, a text is urgent and should be addressed as quickly as possible, while an email can be addressed as they get to it with the understanding that some messages are time sensitive. These protocols apply to everyone on the team, including me. We have found it useful in creating the effective acts of communication.

A key component of good leadership and effective management means knowing the strengths and opportunity areas of your team. Creating an authentic, positive, fun, relationship-driven culture with/amongst your team helps show people that you value them as individuals and validates that everyone has a seat at the table. A distributed leadership model meets people where they are at but also reinforces the fact that you win or lose as a team. Without everyone pulling in the same direction, departments will not be able to move their human capital towards the micro and macro level goals that ultimately benefit the organizational mission and people you serve.

Communicate openly Provide clarity Offer support Encourage collaboration Recognise achievements Lead by example Seek feedback

Set a clear vision and involve people within the process. Communicate clearly and often, and make sure progress is visual for people to see, and use a variety of mechanisms to involve people, and create the environment for people to feel confident in contributing their thoughts. Make sure delegation means delegation and not abdication or dumping, and review progress regularly so people can see progress being made as this maintains energy and focus.

Cuando hacemos al equipo mismo parte del proceso de transición, generalmente salen muchas ideas de los diferentes miembros, que ayudan a disminuir la ansiedad por lo desconocido y que incluso hace que otros miembros del equipo se sumen con mayor entusiasmo al avance del proyecto. Todos hacia el mismo objetivo. Es muy poderoso cuando algunas de las actividades a realizar pueden ser delegadas a esas personas para que se sientan parte activa del proceso.

Transitions demand more than clear direction from you, they're a chance to tap into your team's collective strength. Key Actions: Seek Input: Not just for optics, but to genuinely leverage their on-the-ground insights about how change will play out. Ownership = Engagement: Let them shape implementation of tasks within the broader plan. Small wins build momentum. Delegate Smartly: Match people's strengths to new challenges created by the transition. Support is Key: Increased responsibility shouldn't mean leaving them to sink or swim. Provide the needed resources.

Always give grace in abundance during periods of change while trusting your team and their expertise. They were ultimately hired to tell you what to do, not for you to tell them what to do. Change is challenging but is also an opportunity to build up those around you and provide opportunities for growth.

Talk about each team member's strengths with them directly and with other colleagues to ensure that they are known for the value they add to the organization. Be especially mindful to praise work ethic during transition times since change can be draining. Listen closely to their ideas for innovation since it shows hope/faith/courage that change will go well.

Helping your team know about how much you sincerely value their contribution helps them to push out feelings of doubt or fear. During transitions it’s easy to assume your job is at stake. So prioritize your teams feelings and do your best to listen and reassure them.

Be authentic. Your team knows you. Your donors should know you. You need to know yourself. Public recognition for your team and donors empowers all. Align your recognition to the journey through challenges, success and unity your team and donors have embarked on.

Strategic recognition is more than feel-good gestures, it's about aligning incentives with your desired outcomes. Here's why I stress this to my clients: Beyond 'Thank You': Specific acknowledgement of effort, even amidst setbacks, is key. Did a team member smooth a rough client interaction during the shift? A quick, targeted note has more impact than a generic praise-fest later. It's Not All About Money: Time flexibility, opportunities to lead a part of the transition rollout, targeted development support...these are potent motivators, especially with younger talent.

Everone processes information and change differently. - Know how each team member shows their signs of stress, disengagment and frustration. You're better able to support them if you know the signs. - Remember how long they have been on the journey. You may have known for weeks or months that change was coming. They may have found out days ago. They need time to process. - Work isn't the only thing going on in their lives. Change at work may be compounding uncertainty other places in their lives. If they are change capacity overloaded, there may be other sources as well as work.

It’s essential to recognise that people often resist change. While some team members may adapt to new processes more easily, many struggle, preferring the comfort of familiar routines. Regular check-ins, fostering engagement, and offering feedback are effective methods to support individuals during periods of transition.

In working with our clients, Care is one of our big 3 Cs. Without Care, Communications and Civility in the workplace do not hold together.

Such a fantastic topic and I think the key to showing support is to... Make sure that everyone is heard by: - Developing a comfortable and safe environment for everyone to feel welcomed and valued - Encouraging everyone to share their concerns about the transition process - Placing importance on everyone's differing perspectives and contributions - Implementing the ideas and addressing the concerns of everyone by creating practical solutions - Revisit the solutions so that improvements can continuously be made as a team

Eine gute M?glichkeit liegt darin, den übergang durch einen internen oder externen Coach zu unterstützen. Ein NICHT-Teammitglied mit entsprechender Expertise kann wahre Wunder wirken. Das erlebe ich in unserem Unternehmen immer wieder

Managing a team during a transition requires adaptability and adjustment to the new situation. Recognizing that change is inevitable, a successful leader navigates uncertainties by fostering a culture of flexibility. This involves open communication about the transition, understanding team members' concerns, and providing the necessary support. Adapting roles, workflows, and expectations helps the team align with the changing landscape, fostering resilience and ensuring a smooth transition while maintaining a positive and collaborative work environment.

Key is to have a clear, well documented plan that is adapted to meet changing circumstances. That plan needs to clearly communicated before, during and after. Most people will seek answers from their immediate supervisors, so it’s imperative that frontline leaders receive training prior to the transition and understand how the transition will impact their team. Failure to have these frontline leaders on board will almost certainly negate any communication efforts by senior managers and executive, no matter how good and frequent. Any transition, no matter how good the outcome, requires additional resources to allow your team to acquire new knowledge or skills. Without those resources will not believe you’re serious about the transition.

Monitor progress, performance, and feedback. Closely track how your team is doing during the transition. This will help you identify any areas where they are struggling or succeeding. Evaluate the impact and outcomes of the change. Assess the overall impact of the transition on your team. This will help you determine if the changes are having the desired effect. Identify gaps, issues, and opportunities. Look for any areas where your team could improve. This could include skills gaps, process issues, or new opportunities that have arisen as a result of the transition.

Aufgaben und Verantwortlichkeiten, wo es Sinn macht, neu zu verteilen. Dabei auf eine st?rkenorientierte Verteilung achten. Dies kann wahre Wunder bewirken und setzt neue Energien frei

Equip your team with the necessary skills and knowledge to navigate the changes successfully. Offer training sessions, workshops, and resources to help them adapt to new processes or technologies.

During a transition, implement these team management practices: Clear Communication: Keep the team informed about changes and expectations. Support and Guidance: Provide assistance to alleviate stress and uncertainty. Role Clarity: Define new roles and responsibilities to maintain productivity. Flexibility: Adapt to evolving circumstances and accommodate individual needs. Feedback Mechanisms: Encourage open feedback to address concerns and refine strategies. Team Engagement: Foster collaboration and morale through team-building activities. Training and Development: Offer training to enhance skills required for the transition. Celebrate Milestones: Acknowledge achievements to boost morale and motivation.

You've got the strategies. Now for some truths most leadership articles won't tell you: * You Will Make Mistakes:?And that's okay. Own them, learn from them, move on. Trying to be perfect is paralyzing. * Not Everyone Will Like You:?Focus on respect, not popularity. Sometimes tough decisions are necessary for the greater good. * Imposter Syndrome is Real:?There will be moments you feel like a fraud. Push through the doubt, your team needs your confidence. Remember: * Strong leadership isn't about always being right; it's about doing right by your team. * Transitions are temporary, but the relationships you build during them will last. * This is a chance to prove your leadership mettle. You've got this, now go out there and lead!

Communicate more than you think. Stop and ask questions and then check back in. Everyone’s anxieties are heightened in a transitions. Clearly communicating what is changing is important and communicating what is NOT changing can be even more important. Even if you have nothing to report, communicate that you have nothing to report. In the absence of hearing from leaders, people create their own stories. So….communicate more than you thought you would need to!

Know that some team members may have been through so many changes that they may not believe in the change you are implementing. Know that consistency and demonstration make the difference!!

Los procesos de transición suelen ser un periodo de mucha incertidumbre; es muy importante tener el cuidado de no da?ar la imagen de las personas que en este periodo están dejando la organización, ya que eso hablará mucho de cómo actuamos y cuáles son los valores de la organización. Es importante tener en cuenta que muchas personas pueden tomar la decisión de dejar la organización por el mal manejo que le demos al cambio de personas en los equipos; es vital que las personas que están sientan una certeza y que la empresa valora la contribución de ellos. No tenemos mucho margen para encuestas o estudios; es un tema de liderazgo y capacidad de hacer una lectura rápida de lo que sucede y cómo contribuir a generar calma.