How can you build trust and credibility with employees during a period of significant organizational change?

To build trust during times of change, it is crucial to have clear and transparent communication with employees, as well as to listen to their opinions and obtain feedback so that they feel heard and integrated, increasing their sense of belonging.

I was involved in such a situation in Saudi Arabia. The company for which I was hired was Charted by Royal Decree with multiple "mega" projects involving tens of billions of US$. The leadership was inexperienced and mostly lacked the capacity or capability to undertake projects of this scale. Being hired to be the Chief of Staff and Special Advisor to the CEO, I first settled in and had informal meetings with everyone--even with the drivers, janitors, and of course the office and professional staff. These acts helped to grow relations and trust. At that point I selected a group I had identified as key people and invited them off-site for a day of brainstorming. This led to the creation of a plan to grow the capacity and capability.

I have been fortunate enough to work in a couple of businesses that went through a lot of change. What I found worked well for my teams was to ensure that the culture and mindset were in the right place, and to use positive examples to encourage a spirit of "the journey". Make sure that this is in place at every meeting. Develop a culture that embraces change, change is exciting, change offers opportunities, and change is essential to evolve, grow and win.

It's all about communication and avoiding surprises for team members. Start with your leaders - have discussions around the upcoming business changes so they're on the same page before sharing with the larger team. This way, there are other leaders who can explain the reasons and help everyone get onboard. DO NOT just announce a change without context. As a leader, you have access to all the information that other team members don’t. What may seem obvious to you is not obvious to them. Surprising people is a quick way to experience backlash. Communicate the why, hint at the upcoming change, and when you’re ready to announce it, show that you’re prepared. Ensure it’s well thought out and in everyone’s best interest to make it happen.

In my experience, open communication is one of the hardest areas to get right. I've seen it fail in almost every business, including my own at Optix. During significant organisational changes, signalling your intent is crucial. Regular updates, honest discussions, and acknowledging uncertainties are essential. While we may not always get it right, employees appreciate knowing we are trying our best. At Optix, I learned that establishing multiple feedback channels helps ensure all voices are heard. It's also important for leaders to acknowledge that you can't please everyone all the time, but demonstrating effort and transparency builds trust and credibility.

O time deve sentir que a lideran?a está comprometida e apoiando as mudan?as . Toda mudan?a causa algum desconforto até que seja concretizada , mas se a lideran?a for efusiva em rela??o ao compromisso com a mesma , será um otimo exemplo trazendo seguran?a e confiabilidade a todos

In my experience, leading by example is crucial during periods of significant change. At Optix, I focus on demonstrating key behaviours, particularly emotional regulation during times of stress and urgency. By remaining calm and composed, even when challenges arose, I set a standard for the team. This behaviour not only showcased my commitment to our cultural values but also built credibility with the team. Your team need to see their leaders managing stress effectively. When they observe you handling high-pressure situations with poise, it reassures them and encourages them to follow suit, reinforcing trust and reliability. It's also important to recognise your limits and take time out when required, especially as a leader.

Empowering participation is key to building trust during organisational change. At Optix, we have always invited employees to contribute ideas and be part of decision-making processes, it's a key part of what makes us a great place to work! For example, during the relaunch of our 5-year strategy for growth, we held an away day with workshops where team members could share their thoughts and suggestions. This approach not only made everyone feel valued but also fostered a sense of ownership over the changes. When employees see that their voices are heard and their contributions matter, their engagement and commitment to the company’s new direction grow, making the transition smoother and more effective for everyone involved.

Building trust and credibility with employees during significant organizational change involves empowering participation. Start by involving employees in the decision-making process, giving them a voice in shaping the changes. For example, when IBM underwent a major transformation, it held numerous town hall meetings and feedback sessions. Create committees or focus groups to gather diverse perspectives and encourage open dialogue. Provide clear communication about the reasons for the change and how it benefits everyone. By actively engaging employees and valuing their input, you foster a sense of ownership and trust, making the transition smoother and more credible.

Providing support and training is crucial during organisational change. At Optix, we ensure employees are equipped with the necessary tools and knowledge by offering up to one day a week for training and development, fully funded by the business. This initiative has been a critical part of our recent success and is a top benefit for our team members. We also invest heavily in the latest hardware and software because our clients and team deserve the very best. By investing in their development and providing top-tier resources, we demonstrate our commitment to their growth and confidence, thereby strengthening their trust in our leadership.

If you expect your team to embrace a new technology or workflow, use it yourself and show its benefits. Your actions set the tone for the rest of the organization; when employees see you confidently navigating through the changes, they are more likely to follow suit.

Giving the employees perspective of future plans or the organisation and keeping them involved helps avoid grapevine, negativity and makes them feel involved. Leaders needs to present a proper plan of transition and should be able to relate the role each employee would have. Once the employee understands their individual role in relation to the broader organisation goal they feel connected and helps a positive experience though the change.