You're building a collaborative team in Change Management. What are the key factors to consider?

Articulating the vision is an important first step which should be engaging. It should not just be limited to views of the leader but should be the collective aspiration of the whole team

Co creating culture buildup. Upskilling Creating forums to work in cft Dining together hearing each other or listening other view point Empathy buildup Will be the building blocks

Clarity of vision is quite important, often vision become lofty and ideological. One thing, I find extremely useful is vision interpretation by varying layers of teams within the organisational pyramid. Further to this, it becomes easier to establish practical/"SMART" measurement indicators for progress reviews.

Define "why", and stay honest to the "why", the how and what are usually intuitive yet need to be detailed. One of the ways to get "why" right is by also asking what will happen if the change is not made.

In my experience, communication is the solution to have a successful team and break the resistance. 1. By being transparent about the vision & goals of the company and how you are updating the progress to the employees; does matter 2. Focusing on Transformational Leadership style 3. To foster a healthy work enviornment, its good to have collaborative decision-making 4.Provide necessary training to upskill with the skills required to adapt the change. 5. Celebrating a small milestone towards a change. 6. Prepare to get a feedback for continous improvement. 7. Flexibility is crucial Keep engaging employees by finding different sources of communication to update them with a change. As change is the only thing that's constant.

When creating a change management team, it is important to consider what group size & scope is the best fit. Be sure to fully consider the audience who will be affected and be sure to have leaders from those areas involved. Remember, "leader" doesn't necessarily mean people manager, it can also be a core team member who is a subject matter expert or is trusted by the team. Including people with good reputations will help acceptance and adoption of the change. Also, keep in mind that the change team shouldn't be too large. Make sure that you have enough diversity in perspectives to have thorough and holistic discussions about the change, but not so large that progress and decision-making is slowed down.

Building a collaborative team begins with understanding the unique strengths of each team member. It's like assembling a puzzle—every piece has its own shape and contributes to the overall picture. In the intricate process of change, identifying these strengths is crucial. Once you grasp the capabilities of your team members, you can strategically assign tasks that align with their strengths, ensuring that everyone is engaged and energized. It's not just about the work; it's about knowing how to optimize each individual's contribution. This approach transforms the team into a well-coordinated unit, where each member's strengths complement the others, making the collective effort greater than the sum of its parts.

Getting a diverse, respectful team is so important to avoid group think. It allows you to have a more multi-dimensional view.

Recognise that it’s a team effort and multiple stakeholders have one or more roles to play. Listening and empathy are important facilitators. A common understanding of the vision / objective and consistent messaging is critical.

When creating a change management team, it is important to consider the strength and weakness of each individual team member. Build your team to supplement and support each other. Understand scope to enable the right level of team.

For a change team, it is important to not get under-confident when things break down and also not become over-confident with small wins mid-way. The best metaphor of any team driving a change is to imagine themselves climbing mount-everest in their first ever attempt. So you follow this path: A) Visualize - Imagine your team standing at their goal post(s) B) Map your path - Small Distances. Chart out workable goal posts to acclaim B) Stay & work together - Don't be a team; be a clan (Every one is climbing for EVERYONE) C) Communicate, Exchange & Improvise - While climing it is key to pass 2 way instructions, stay the path inspite of obstacles, keep revising your strategy & game plan in line with how the mountain (Situation) is behaving

Trust is the single most important factor for a successful and high performing team. Speak your mind and listen when others speak - show respect for differences of opinion and back the decision.

*Set the expectations. And set them again, every meeting. As a team lead, model what you want to see, hear and feel from the team. *Regular check-ins, reflections and feedback keep people accountable for how they show up. *Disperse leadership throughout the team to increase collaboration and group ownership of values, agreements and expectations. Rotate leadership every time you meet. People will feel heard, seen and like they matter. *Ask open ended questions to hear what people really think, and check your assumptions at the door. *Always make room for appreciation, acknowledgement and celebrating small wins along the way. *Trust and connection is cultivated over time, in every meeting. Never assume trust. Nurture it.

One thing i found very helpful is to plan/organize when you start any change activities (usually it's a project) so called PIA (project initiation and acceleration) workshop, when together with the team you can establish rules, expectations, communication plan, agreed on major milestones and activities plan). By doting that you establish right form the beginning a solid base for your future collaboration.

After securing buy-in from the team members, setting the process and expectations to manage the transition comes next. Same as with any project, the team needs to collaborate and come up with ways to manage the transition, with specific tasks and timelines to meet and, a RACI model so there is clarity and accountability. To smooth the transition I’ve found that it helps to have frequent regular check-ins with sub-groups to share progress and, to offer small incentives for getting over hurdles. Afterall it’s about meeting the expectations and specific project milestones in a fun and positive way.

As CEO to drive a major company wide change program aimed at enhancing our service levels we found it useful to engage an advisor. We engaged Ron Kaufman a thought leader on service excellence based out of Singapore. Ron not only facilitated the articulation of an engaging service vision, but also helped put in place the building blocks to effect the change. These included putting in place a common service language, voice of customer, service improvement tools, measurement & metrics, rewards/recognition, role modelling, and communication, each of which collectively supported the change.

Providing tools is great but make sure the team knows the spirit of the tools. What conversation and then action do they drive? Don’t get wrapped up in having the methodology drive the team. Have the capability for change management be the leading force.

I was the administrator on call for the medical group when COVID hit for the first 8 weeks. Change happened quickly and without any pushback. The organization was thirsty for information and direction. We had SMEs give updates in different lanes of activity needed to deal with the rapid changes needed including infection control, finance, supply chain and technology. We were very successful because we had calls 3 times a day during the first few weeks and then cut that back gradually. We quickly gave direction, responded to questions, followed up on concerns and this communication strategy led to a successful outcome. Because this was so successful I was asked to lead the process to get back to the new normal a couple months later.

We use Trello and OKR's, which provide effortless Team management across all project phases. As relentless training and coaching are a daily hygeine, Edpuzzle can also be used.

Encouraging self-sufficiency and resourcefulness is a great way to empower others! It helps them build problem-solving skills and strengthens their network. When people have to find their own tools and support, they often discover new ways to approach challenges and become more adaptable. It's a way to foster independence and innovation within a group or community.

L'un des points clef de la conduite du changement est d'accepter que toutes les parties prenantes ne partagent pas forcément les mêmes valeurs ni les mêmes objectifs que vous. Ils ne sont pas illégitimes pour autant. Il convient donc d'écouter, d'analyser leurs intérêts, pour trouver les compensations ou perspectives leur permettant d'aller - avec les motivations qui leurs sont propres - dans le même sens que vous.

As people transition in varying paces and it takes different time for individuals to go through awareness to commitment stage, the Learning and Development activities should also allow to move smoothly from I’m Aware of the vision through I Understand and have the right level of knowledge and skills to perform my job to I’m Able to perform my daily job after the change is done

Culture of learning and continuous improvement should be fostered into ensuring that team is well equipped and encouraged to continuously seeks new ways of performing their task easier and more effectively

Creating a learning environment within an organization is a strategic imperative to foster continuous growth, skill development and increased retention. To do this the following is needed. 1 leadership support 2 having set a clear objective 3 investing in learning resources 4 build a culture of positive thoughts around continuous learning 5 have ways for team members to share there knowledge 6 reward and recognition for people who act on this process.

encourage learning & development === while for some people AFRAID to share they knowledge since they know if those are they VALUE which can be REPLACED by others (friends, colleague to rival). so .. it depend on LEADER, appreciation, or maybe to make it easy .. just give the a COURSE / SEMINAR

Many top leaders ask for a communications strategy as part of their intent to lead change. I believe trustworthy and open communications are very important. However, I suggest raising the impact by developing an "understanding strategy". What would be different if leadership pursued understanding as an outcome versus simply communicating?

Change is driven from the top. It cannot be delegated to a team. The executive leaders personal involvement is a prerequisite to bring about the change.

When considering the change you want it’s equally important the context of what has gone before. It’s as important to identify the myths and legends that people need to let go of as much as the new goals/ mindsets you want to achieve.

For a change management team to deliver on its goals, one of the key success factors I have observed is for there to be strong sponsorship from senior Leadership - who set the tone by expressing, role modelling and re-enforcing the vision plus provide strong governance.