Your team feels excluded from the change process. How can you regain their trust and loyalty?

I encountered a similar situation with a client who felt undervalued in the organizational change projects. Our team assessed the risks and conducted a workshop to identify the affected groups and key stakeholders. We invited them to create a visual process map with sticky notes on the wall, facilitating a collective brainstorming session to pinpoint the pain points. This exercise helped them recognize the necessity for change and fostered alignment. Subsequently, we held a series of brainstorming workshops to devise solutions for the identified issues, which helped the team feel appreciated and engaged them in the change process.

Once you've created an open dialogue, consider involving your team in the change process. Invite them to participate in discussions or brainstorming sessions, empowering them to share their ideas and suggestions. This inclusion fosters a sense of ownership and connection to the changes being implemented. Also, please let me know clearly about why changes are necessary and how they benefit the team and organization as a whole. Regularly update them on progress and celebrate small wins together. Recognizing their contributions will reinforce their importance to the team. Lastly, could you consider setting up a feedback loop where team members can express ongoing concerns, making sure they feel heard and valued at every step?

Common reasons that can result in stakeholders feeling excluded from a change process can be: 1) Lack of communication – Poor communication can lead to mistrust and misinformation and stakeholders may feel left out. 2) Limited involvement in decision making – If stakeholders are not actively involved in planning or making decisions regarding the change, they might feel their opinions are undervalued. This can create a sense of exclusion and resistance to the change. 3) Unclear roles and responsibilities: If stakeholders do not understand their roles or how they are impacted by the change, they might feel marginalised. We should remember that change cannot be put on people. The best way to instill change is to create it with them.

Ou?a o time de forma sincera e transparente. Crie um ambiente onde eles possam falar em seguran?a e sem o risco de serem criticados ou amea?ados por expor seus pontos de vista e preocupa??es. Busque o apoio do RH e mostre a eles a importancia desse processo para o sucesso do projeto.

Crie cafés recorrentes onde as pessoas possas conversar e levar suas preocupa??es para quem resolve. Tenha nessas sess?es Gerentes e Coordenadores e mostre a eles a importancia deles para a qualidade emocional dos seus colaboradores ao longo de um processo que requer muita mudan?a de atitudo e forma diferentes de trabalho.

Feeling excluded from the change process can erode trust and loyalty within your team. Opening a dialogue is key to turning this around. Create Safe Spaces: Encourage open communication through town hall meetings, anonymous feedback channels, or one-on-one sessions. Make sure everyone feels heard and valued. Be Transparent: Share the reasons behind the change, expected outcomes, and potential challenges. Transparency fosters trust. Actively Listen: Understand the emotions and motivations behind your team's words. Show empathy and take actionable steps based on their feedback. Opening a dialogue is about more than just talking; it’s about building a culture of trust and collaboration.

Naturally, a team’s feeling of exclusion stems from lack of communication, ownership, and the freedom to put forth their opinions. Some tips I have found useful while dealing with such situations: 1. Clear and concise role delegation helps them look at the plan with a new perspective- one that illustrates their role in the success of the project. 2. An open forum where any questions can be asked and all questions will be answered should be setup. 3. Workshops or surveys should be held to allow your team to be able to give opinions on what they think the change will change for them. Then, let them know about your plans to help minimize the impact of the change. Your team members are stakeholders and they should be keyed in, always.

To involve everyone in a change programme, you should promote inclusive communication and create feedback channels. This ensures that all stakeholders are kept informed and feel that their input is valued and considered. In addition, you should engage stakeholders at all levels in the planning and decision-making process by forming working groups or change champions. Involving diverse perspectives in these discussions helps to ensure that everyone feels a sense of ownership and commitment to the change, making them more likely to support and participate in the programme.

Celebre sempre, porém, celebre com critérios. Sou contra as celebra??es que exaltam as pessoas em detrimento de outras. é possível celebrar de forma coletiva e mostrar que os resultados só s?o obtidos com a participa??o de cada membro da equipe. Cada um tem sua fun??o é o todo que deve ser valorizado. Pense nisso como Líder. Há formas de valoriza??a individual em formato, também, individual.