Your team is resistant to change. How can you cultivate a culture of adaptability as an executive?

In a major IT transition project at IBM, I noticed my team was anxious about adopting new cloud technologies. I acknowledged their fears and held open forums where they could express their concerns. I explained the strategic reasons for the change and how it would enhance their skills and career prospects. Providing training sessions and continuous support, I reassured them of their value in the evolving landscape. This approach reduced anxiety, built trust, and fostered a more adaptable and confident team.

One framework for understanding where your stakeholders are is ADKAR. The first step is to understand the awareness and desire for change. Only then can one address ‘fears’ by building knowledge. Also knowledge should be built around the ‘what’, the functional substance of the change, as well as the ‘how’, the incremental or one off nature of the change.

In my consulting experience, fear of change is reduced when communities of support are created and sustained to spread education and awareness. Finding champions and early adaptors will enable the formulation of support systems to tackle resistance

Motivate Urgency Positive Environment Support and Training Communicate Benefits Organizational Goals Personal Growth Success Stories Data Insights Compelling Vision Vision Statement Team Involvement Consistent Messaging Visual Reminders

The main start is clarity on the required changes, which will provide goals, targets, and a purpose for the changes! It should include both short and long strategies for change management! Once this is established, comprehensive and transparent communication plans shall be established with clear expectations and mapping to all involved stakeholders. Supporting and environmental facilitation are to be considered to enhance understanding of the points of concern. Monitoring and evaluation shall be communicated periodically and regularly. Indeed, feedback, assessment, and reassessment shall be established.

As the saying goes "Action speaks louder than words", when I want my team to learn a new technology or tool, I motivate them by showing them that I can do it. There is no task too small for me. Showing humility and willingness to learn is key to leading by example.

Walking the Talk, as a leader, it's not enough to simply tell your team to be adaptable and embrace change. Show vulnerability, and if you want your team to truly embody those values, you need to model the behaviors you want to see. This gives them the confidence to take risks and step outside their comfort zones, knowing that you've demonstrated it's possible to come out the other side stronger. In contrast, inconsistent, impulsive leadership with an unclear vision breeds distrust and makes it difficult for employees to navigate uncertainty.

Demonstrate adaptability in your actions and decisions. Show your willingness to embrace change and take calculated risks. Your behavior will set the tone for the rest of the organization and encourage others to follow suit.

Keeping in view the COVID-19 pandemic where we have been exposed to VUCA circumstances, Agile Project management is the best solution

During the Westpac NZ transformation, I empowered my team by establishing regular brainstorming sessions where everyone could share ideas and feedback. I ensured all suggestions were considered in our decision-making process. This inclusive approach made team members feel valued and invested in the project's success. Their diverse perspectives led to innovative solutions and increased buy-in for new initiatives. By fostering a collaborative environment, we drove the project forward with enhanced adaptability and team cohesion.

To foster a culture of adaptability, it's essential to empower team members to share their ideas and feedback. We make sure everyone feels heard by actively seeking their input and considering it in our decision-making processes. When team members see that their contributions can shape the direction of change, they're more likely to embrace new initiatives and adapt quickly. We encourage a collaborative environment where diverse perspectives are celebrated and leveraged to drive innovation. By doing so, we create a sense of ownership and accountability, where everyone feels invested in the success of our team and is more willing to adapt to achieve it

Involve team members in the change process by seeking their input and feedback. Empower them to take ownership of new initiatives and make decisions. This inclusion builds commitment and reduces resistance.

Offer training and development programs to equip your team with the skills and knowledge needed to adapt to new situations. Encourage a growth mindset by promoting continuous learning and professional development.

During the a customer Cloud Program, I introduced comprehensive training sessions to help the team adapt to new cloud technologies and processes. We organized workshops on the latest tools and provided resilience training to enhance adaptability. By equipping the team with the necessary skills and demonstrating a commitment to their professional growth, we eased the transition and fostered a positive attitude towards change. This investment in their development not only prepared them for immediate challenges but also increased their overall willingness to adapt and succeed

Everyone resists change. So to help team change, Acknowledging this basic psyche of all human beings including ourselves as the first step is important. 1. Communication- This is critical for managing change and clear communications should be ensured to avoid any misunderstanding and prevent rumours to build in the grapevine. 2. Initial Buy Ins- There would be some members who would have initial buy in to the new idea or change. They should be encouraged to spread the idea to the bottom. And if the first step has been done clearly then the next line managers would be clear about what the change means for all. 3. PDCA cycle for change management - I have found that humans take time to (3As) acknowledge, accept and acclimatise to change.

In the Australian Insurance Company Data Centre Migration project, I made it a priority to celebrate each milestone achieved. Whether it was a successful migration phase or a team member mastering a new skill, we acknowledged these wins through team meetings and reward systems. Recognizing these achievements boosted morale and reinforced the positive aspects of the change process. This practice not only motivated the team to continue adapting but also helped associate change with positive outcomes, fostering a more open and resilient mindset.

Keep the momentum going by consistently communicating progress, addressing challenges, and staying committed to the change. Regular updates and support help maintain focus and enthusiasm.