Your organization is facing a major change. What can you do to help your team navigate it?

I believe you have to start with the "why". You have to find a way to engage people around the positive outcomes the change is driving. Nothing every really stays the same, so helping your team see that whatever is happening is something can embrace instead of fear is key to finding those folks who are going to help you get there. No leader can enact change on their own.

To help the team navigate a major change: ??Provide clarity on the change's purpose and goals. ??Foster open communication to address concerns and gather feedback. ??Offer training and support to build necessary skills and confidence. ??Encourage resilience and adaptability to embrace the change positively. ??Maintain ongoing dialogue to ensure understanding and alignment. ??Lead by example, demonstrating resilience and optimism throughout the transition.

One of the most useful techniques to understand changes is Business Process Mapping. Identifying and drawing the AS IS (Before) and TO BE (after) processes detailed with actors, decision path and relevant features allows to perceive clearly what and how the change is to occur.

Changes in the corporate world are inevitable. You would like to see some and others, but it's coming. It is essential to understand what's happening and why it is happening. A team meeting with your team to first update them with the information and bring them up to speed, as, at times, incomplete information would make things more complicated and can be demoralizing. Hearing your team answer their question will always help. Explain the team's "WHY" and what role we play in adapting to it and making it a success. Knowledge training and continuous support to the team play a vital role at all stages of the change. This helps ensure things are manageable. At times, one-on-one time with individuals and team-building activities is helpful

Always try to understand the change prior Communicating to any of the team. This is often difficult because often times as leaders we do not have the complete information. When trying to communicate with incomplete information the key is to be transparent and communicate often. In addition, understanding and being honest in saying that as a leader you do not have all the information at this time.

1. Don't present change as a clear cut path from A to B. It rarely is. Invite everyone to experiment and contribute. As we often say "be stubborn on the vision, flexible on the details" 2. If you are bored of communicating the change, do it again and again. While you have likely had the time to understand and justify the change in your head, others need to see the connection between their everyday work and the change, and hear this repeatedly to reinforce you are serious about it 3. Look at multiple communication approaches - small groups, town halls with consistent messaging, skip level meetings. Use these not just to convince others, but also to understand what important context you might be missing to make a change successful

Be clear and honest in your communication. If you don't know something or if things are unclear, just say so. Avoid hiding the truth or making things sound better than they are. People can deal with uncertainty better when they know you're being honest with them. This builds trust, which is essential for your journey. Another thing: use plain language. Don't hide behind corporate jargon. When you communicate in a straightforward manner, you eliminate potential misunderstandings and make it easier for everyone to stay aligned. Don't be overly enthusiastic or appear excessively upbeat. While it's beneficial to maintain a positive outlook on the changes, it's equally crucial to stay grounded in realism.

Communication is key while driving Change. However, the communication strategy, intensity and timing should be dove tailed with the phase of the change The phases are as below. Prep : This is amongst the core team members who lead the change. Here preparation before change announcement is important. FAQs, pre empt tough questions Announcement: This is a sensitive one depending on the extent of impact of the change - eg jobs/ livelihood. Compassion & building trust is important Post Announcement: Here "sink-in" is on. Questions float, sentiments get viral. Platforms to receive questions, informal talks (skip level), feedback helps opening up. Implementation: Needs granularity in every dimension. Monitoring & Evaluating is the key

Change management is tough for most people because it impacts the psychological well being of the individuals involved. The very reason being UNCERTAINTY or fear of facing UNKNOWN that it brings with it. It is hence imperative for organizations to draft their communication to employees which will foster Transparency and Empathy. Both these are trust markers and will definitely ensure smooth sailing for both employee and employer. Apart from this the WHAT, WHY and HOW need to be clarified well to all impacted people.

I think one of the big things to consider on the change journey is to keep asking yourself the following question, "just because we can doesn't mean we should." Positive change is the lifeblood of keeping an organization relevant in today's highly competitive world, but you also have to guard against the wrong change at the wrong time and I find asking yourself that question helps you take a counter position mindset and pressure test what you are doing.

on peut organiser des équipes "problèmes" et des équipes "solutions" et alterner leur mission d'une question à une autre afin que chacun soit investi dans le processus de changement.

A successful strategy involves not just informing and instructing but also listening, empathizing, and making the change relevant and beneficial on a personal level for everyone involved. This personal connection can dramatically improve acceptance and enthusiasm for the change across the organization. Carry the key stakeholders along and engage accordingly. This is critical

My teams have found it beneficial to regularly leverage Stephen Covey's Circle of Influence in our dialogue as we navigate changes. Understanding what we can control, influence, and not control within the change has facilitated understanding, acceptance, and ownership of the change while empowering the team to support and lead with the greatest impact.

Dentro del proceso de gestión del cambio, una de las estrategias más funcionales desde mi punto de vista es involucrar a las personas claves e implicadas, contándoles los pasos y los momentos que se vivirán para prevenir pérdida de talentos por rumores, bajas en la productividad y problemas de clima laboral.

Understand and draw upon the personal drivers of each team member. Align the organization benefits of the major change with the personal benefits to be gained for each team member in meeting their respective personal drivers.

At the end of the day as a leader this is your key role - to support and guide the team. To a large extent change management is all about people. In many cases participants will be change leadership virgins. They will be challenged in many areas which presents excellent opportunities for personal and professional development. Do not let this happen on autopilot, make it a distinct and measurable workstream within the change program to extract the maximum value from the learning and development opportunities presented.

In my experience, in addition to clear and regular communication, and a transparent change plan, addressing the impact of the change on each individual role in the organization is one of the most important aspects to consider. Questions about how the role will look in the future, expectations, where individuals fit into the future organization, and how they can contribute during and after the change, are key. Answering these questions helps employees cope with the uncertainty and fear that naturally come with change. Strategies such as regular one-on-one sessions, empathetic listening, individual coaching, as well as future organization role mapping with a skill matrix, including tailored development plans, can be effective here.

So many organizations are facing change, both big and small. -Listen to employees and why they are concerned about the change. How are they impacted? -Acknowledge that change is hard. -Communicate why the change is happening and provide insight and information that can assist through the process. What is the strategic vision and goals for the change? How can the employee be part of impacting that success? Build pathways to navigate change. -Provide resources on how to manage the change. Are service levels changing? Are there tools to assist in the change cycle? -Follow-up with employees on how things are going. Where do they find themselves in the change cycle and has that fluctuated throughout the process.

What I've discovered to be crucial in supporting teams through change is acknowledging the challenges and stress that change can introduce. Providing support through mentoring and learning opportunities is key. It's also important to recognize and reward the team's flexibility, resilience, and positive contributions to the change effort. Maintaining open lines of communication for continuous feedback is essential, as is being prepared to adjust support strategies as necessary.

Widerst?nde/Einw?nde müssen nicht "behandelt" werden; sie sind keine Krankheit. Einw?nde müssen geh?rt werden. Wir empfehlen das Modell PACERS, denn es hilft eine nützliche Haltung einzunehmen. Dein Mindset sollte weggeben von Gedanken, wie "deren Einwand muss weg". P = PAUSE (Warte, h?re den Einwand) A = ACKNOWLEDGE (Wertsch?tzung, Dankbarkeit) C = CLARIFY (Rückfragen, Verstehen, Paraphrase) E = EMPATHISE (Aspekt hervorheben, operational) R = RESOLVE (Aufl?sung, neue Perspektive, Warten) S = SELL (Zurück zum Leitfaden, Thema wiederholen) Das üben wir mit den Leadern und Projektteams, damit diese Haltung in jedem noch so kleinen Gespr?ch Wirkung erzeugt.

We spend countless hours/resources creating the change but often under plan a success path to integrating the change. “If we build it, they will come..” is the Field of Dreams in movies. Successful outcomes are realized through planning for successful outcomes!

Too often we treat change as a linear process - unfreezing the status quo, changing, and then refreeze as Lewin explained. This treats organisations as logical, mechanical constructs and change as an infrequent necessity. Both are far from the truth as organisations today looking to stay ahead of rapid change. Encouraging all employees to test new ways of working - in their day jobs and as part of cultural hackathons are great ways of improving how work gets done. After all, these are the folks who know the most about their role and inefficiencies created by overly bureaucratic procedures. To do this a psychological safe environment needs to be created - not every "hack" is going to work. Recognising learnings not just success is critical.

A Leader needs to adopt a style of leadership like a leader in the army. People need strong and clear direction delivered with care and empathy. There also needs to be a strategy in place that will follow a clear path to deal with the change. John P Kotter wrote an article “Leading Change. Why transformational efforts fail”. He raised some steps that can be used when involved with change namely: Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Communicating a changed vision Empowering broad based action Generate short term wins Consolidate gains and produce more change Anchor new approaches into the culture It is well worth considering the above and reading the article.

Adapting to change through: Flexibility and Agility:Foster an agile mindset, encouraging teams to adapt quickly to new situations. Clear vision and Strategy:Communicate a clear vision for the future and a well-defined strategy. This helps employees understand the direction and purpose behind the change. Feedback Mechanism:Establish a feedback loop for continuous improvement. Regularly gather insights from employees and stakeholders to refine strategies. Resilience Building:Encourage resilience by emphasizing the importance of learning from setbacks and using them as opportunities for growth. Technology Integration:Leverage technology to streamline processes and enhance efficiency, ensuring the organization stays competitive.

Cuando una organización entra en procesos de cambio, enfócate en buscar la manera de entender la finalidad del proceso. Aprovecha el conocimiento que vas a adquirir, pues estos procesos nos sacan de la zona de confort y nos permiten aprender y actualizarnos en las nuevas formas de hacer las cosas

People will usually not embark on change until they reframe their role. I’ve seen teams remain in a “business as usual” role during transformation, where they continue to focus on delivering what they have always delivered. Change requires that team members continue to deliver on operational demands AND take up their change leader role. A critical ingredient for success is helping people to reframe their mental maps (individually and collectively) to see and take up their change leader role.

I’m my experience, a leader must ensure their organization establishes a growth mindset wherein they are open to and embrace the whole idea of change. If the have a fixed mindset and you try and drive change through any tactic, you are going to face a wall of opposition.

Leaders must understand that the journey of change is a ride from the current state to the future state; therefore, it's essential to navigate this path with a clear vision, open communication, and empathy. By actively involving and supporting the team, addressing concerns, and celebrating progress, leaders can foster a culture of adaptability and resilience, ensuring a smoother transition for everyone involved.

Navigating major change? Leverage neuroscience to ease resistance. First, encourage reframing the change as growth, not a threat. Our brains can create new pathways when we shift our thoughts, reducing fear. Second, use visualization to see a positive future, aligning emotions with new goals. This approach transforms resistance into resilience, guiding your team through change with optimism. Embrace these strategies to foster adaptability and a forward-thinking mindset.

Change is opportunity. Focusing on the confusion and friction of change rather than the opportunity of the space change creates can severely limit the potential of the opportunity.