Here's how you can effectively manage and lead teams through change using confidence.

As the CEO of the Henka Institute, where "Henka" means change in Japanese, I believe building trust is the cornerstone of effective change management. When you demonstrate confidence in your decisions and communicate transparently, you foster a sense of security among your team members. It's essential to show that you trust their abilities and value their input. This creates an environment where they feel comfortable voicing concerns and contributing ideas, knowing that their leader is both confident and considerate. Trust is a two-way street; by showing trust in your team, you encourage them to trust in the change process. As my friend and thought leader Terence Mauri said last week, "Trust is the new currency."

A deep knowledge of the subject matter will empower you to confidently tackle tough change problems in a timely manner without expert advice consultations. This deep knowledge can sometimes be a bane as well and derail conversations into jelly fish scenarios (derailing and floating away in an endless ocean). A careful balance is needed and this will come from experience. This is a constant learning for me even after a decade of working in the change management domain.

Trust is indeed the cornerstone of effective change management. Demonstrating confidence and transparent communication fosters security among team members. In my experience, a lack of trust in management can be detrimental. Unfortunately, I remember a manager who regularly took credit for my work, which eroded my trust in them and significantly lowered my motivation. The same can happen when managers keep moving the goal posts. This experience underscores the importance of leaders showing trust in their team's abilities and valuing their input. When leaders do this, it creates a collaborative environment where everyone feels safe to voice concerns and contribute ideas and builds a trust fuelled environment.

> clearly articulate the rationale for the change as well as its benefits for the team, the company, and potential customers > leading rapid changes requires a different leadership approach from leading gradual ones > stay abreast of the latest change management frameworks and best practices > address concerns directly and provide regular updates about the change, its potential challenges, and the resources available > use challenges as opportunities for learning and development and encourage the team to do the same > delegate tasks and decision-making as much as possible to foster ownership and increase team buy-in

Confidence need not be the complete self assurance that we are right or have all the answers. It can often just be the quiet knowing that whatever problem comes up, we will be able to use our skills, experience and teaming abilities to resolve it or find the best way forward. That is the energy that other people relate to and engage with. I have admired individuals and leaders who demonstrate this rare ability, infusing the organization or team with positivity and enthusiasm.

Communication is an entire pillar of its own when it comes to navigating an organization through change. It is great to see, of late, that communications strategy is being treated as an area in its own right, rather than a sidebar integrated into the main initiative. The way I have experienced it and implement it, communications should be a continuous focus area for organisational engagement, and any specific initiative should just be one more consumer of a general communications service and competency. This ensures that engagement within the organization is evolved and effective, and all stakeholders are fully informed. What should be sustained is live, active, in person, face to face comms rather than just digital mechanisms.

Was heisst klare Kommunikation?? Wichtig ist, dass die Absicht des Senders beim Empf?nger die gewünschte Wirkung erzeugt. In Zeiten des Wandels ist deshalb die direkte, 1:1 Kommunikation extrem wichtig. Die Menschen müssen den Sinn der Ver?nderung verstehen.

I can share with confidence your change project will run into roadblocks, scope creep, and time delays With that said, what do you do. Be open, honest, and take accountability of what happened and what you will do to get back on schedule. I advise my clients to have a virtual dashboard that is updated daily, reviewed weekly and shared with the entire team monthly.

It is primarily about intentional communication. It’s about being clear and purposeful in our interactions. It involves actively listening, being aware of our words and actions, and ensuring our messages align with our intentions. By focusing on intentional communication, we foster better understanding, build stronger relationships, and create a more positive and effective dialogue. Whether in personal or professional settings, taking the time to communicate with intention can transform the way we connect with others.

Cumpra com suas promessas e compromissos. Se, por alguma raz?o, n?o puder cumprir, comunique-se prontamente e explique a situa??o.

The greatest benefits of empowering others, when done in the right spirit, are: 1) unlocking the power of effective delegation and utilising talent across the organization which is a precious resource that otherwise would have been untapped 2) creating a strong culture of organic, voluntary competency and capability development within the organization where interested people can sign on to the initiative - eliminating the need for laborious and cumbersome efforts in convincing people later during execution, to sign up and become change agents

Empowered team members are more proactive and inclined to tackle challenges creatively. This could be enhanced by mentioning the need for providing clear guidelines and support to ensure team members feel adequately equipped to handle their responsibilities. Balancing autonomy with structure and guidance is crucial for successful empowerment and sustained confidence.

Solicite feedback e mostre que você está disposto a fazer mudan?as com base nas sugest?es recebidas. Isso indica um compromisso com o crescimento pessoal e com a melhoria contínua.

Bring people from your team who are involved and ask them to take the lead in some projects, including the communication, this will show that you trust others and it is a join effort to change, not just something coming from you and top management.

Empowering people means providing clear and concise guidance, setting expectations, and then entrusting them to make impactful decisions. Sounds easy but too many leaders fail at the “entrusting” part, always hovering and not really letting go. Teams and people will flourish if allowed to.

Exemplos s?o maneiras tangíveis de mostrar o caminho ! A lideran?a pelo exemplo ajuda muito a esclarecer os pontos eventualmente em dúvida pela equipe, criando uma base sólida para aumentar a confian?a no árduo caminho da mudan?a ! S?o aliados importantíssimos à efetiva comunica??o, clara e informativa, calma sob press?o, mas contundente para inspirar. Exemplos ajudam muito a demonstrar os caminhos práticos que devem ser trilhados nesses momentos ajustando comportamentos e inspirando mas pessoas a seguí-los.

Leading by example and building trust go hand in hand. If you are one of the key faces of change in the organization, in some role that carries the responsibility of driving change, then be assured that consciously or unconsciously, you are in the spotlight. Do you live the change that you are promoting in your day to day work and interactions? Do you backup your words with actions? Do you collaborate and engage the way you exhort others to? Do you participate and support others towards collective success? Do you take or give or share the limelight? . . .

Leaders … if you’re feeling stuck when dealing with change, you’re not really buying into it. Get yourself some guidance or mentorship, whatever it takes to get you into the right headspace. Otherwise, yes, you will inevitably reflect and emulate negative vibes, and your team (and others) will likely follow your lead.

essential to show calm and communicate frequently, as a team and individually. Make sure your team shares the same values and are not afraid about the changes.

Seeking feedback is probably a measure of confidence in itself. If it is done in a frank, open manner. And even better if it is done through voluntary skip-level sessions that you organize between your stakeholders and your boss, where you are not present. You will earn some trust and respect at a minimum, and maybe even change some doubtful minds.

Providing and receiving feedback helps us grow as humans and as professionals. I am not the same person I was 20 years ago, nor do I want to be. I have received feedback that has fundamentally changed how I view the world, and that is in the work environment. Encouraging that kind of connection to one another leads to all the other necessities in change management. Trust, confidence, etc. all boil down to listening to one another and helping one another grow. It has to be done in the right spirit with growth for both parties in mind.

We have a simple framework we suggest for getting feedback on the change: likes, concerns, and questions. We want to hear the positive and constructive feedback and have the opportunity to address questions.

Everytime when a milestone is reached you should share with all, recognize who was part of and show again the big picture and where you are going with the whole change/project.

Reserve um momento para celebrar suas vitórias, grandes ou pequenas. Reconhecer e comemorar os sucessos ajuda a manter a motiva??o e a positividade.

A confident leader is not one who learns from every failure and every mistake. The confidence has to start from you and within you. Cultivate a culture where your people don’t fear failures but accept that failures are the stepping stones to success…

Leading teams through change with confidence? Start with clear communication and set a positive example. Be transparent about challenges, listen to concerns, and offer support. Celebrate progress and stay optimistic. Your confidence will inspire trust and guide your team smoothly through any transition.

Establishing an effective support system serves as a crucial form of communication when making a big change, it eases the transition and helps people to adhere and adopt the change naturally. Showing empathy and trying to put yourself in everyone's shoes are also powerful ways to give the team members confidence and reassure them about the changes to come.

Believe that change only happens when everyone is not only involved but also actively engaged. You need to develop a change strategy and communication plan based on the needs of every stakeholder; otherwise, you will encounter significant resistance. Even with a smooth transition, you might successfully finish the project, but it's important to understand that change is something beyond just the project itself.