How can you communicate with team members to drive results during change?

Keep it real. Explain what the vision and goals are and make sure to explain the "why". This one is important: explain the consequence of not changing. Don't sugarcoat it. Most people do not like change. Be frank and set expectations that change can be tough, it will require hard work, and it will require persistence and commitment. However, if successful, the change will be worth it.

Be authentic, approachable and human when you share your vision and goals. Be open if certain aspects of that change process are unclear and let the employees participate in the journey towards change. Make sure you walk the walk alongside them!

Explaining the "why" is just as important as explaining the "what" or "how" of change. I've seen far to many leaders explain to their teams what will be changing or how it will impact them but they rarely spend time explaining why the change is happening. They fail to leverage this moment as an opportunity to build a shared vision. As a leader you should always look for opportunities to tie your day-to-day work back to a shared vision and core values. Not only will this help your team understand why change is happening but it will undoubtedly inspire them to drive results and feel included and engaged in the process.

The only constant in the corporate world is change. I like to look at change as a way to challenge any existing corporate strategy we have in place; ensure that it is adaptable and effective given what is happening in our industry. Motivate your team to think of change positively and encourage them to collaborate together and with you to find innovative opportunities that change can offer.

The best way to take every member of the wider team on board is to have a town-hall session where the top leader shares the vision, perspective and aligns the mission with all members of a site team. A Q&A session should follow to clarify any points further. Not only this will help in team building but will earn the loyalty of all members of the team. The top leader should repeat these town-hall meetings at all locations.

To communicate effectively during change, you need firstly be transparent about the reasons for change and clearly outline the goals and expectations. Be an active listener, provide support and resources for adaptation. While also maintaining consistency with updates and commitments, be empathic for the emotional impact. Collaboration is very key and team members needs to be involved in decision-making when possible. Lastly, motivate by highlighting the benefits and positive aspects of the change.

When we drove digitalisation in my risk consulting outfit for the first time, most felt I was day dreaming. There was a view that I wanted to be part of the digital bandwagon but it was not relevant in our space and we would not have the wherewithal to pull it off. Success mantra: I empowered a team dynamic & technically strong professionals to drive the digital solution initiative. Gave them complete freedom to experiment, coached them to have the humility to fail fast. Provided them enough knowledge & financial resources along with constant & requisite guidance and mentoring. At the end of it all, more than 30% of the practice revenues came from digital solutions, and the team was super confident and proud of what they achieved.

Not everyone feels comfortable to speak up in a meeting room or video call in front of everyone, so make sure you empower EVERYONE in the team to have a voice, and not just the most extrovert ones. A great way to do this is with post it sessions, allowing people to drop their thoughts, ideas and concerns without the need to speak up.

Often colleagues will engage in change more quickly if they can see their peers adopting it. I try to encourage team members to lead on communications by speaking I team meetings or leading training sessions. As well as cementing their own understanding, they can take pride in playing a key role in the teams delivery which in turn can drive advocacy.

Align with Team Goals: Identify how the change aligns with your team's existing goals and values. Show how these changes contribute to your team's success and the overall success of the organization. Motivate and Inspire: As a leader or team member, your enthusiasm and belief in the change can be contagious. Share your passion for the vision and the positive impact it can have some changes

Support and Empower: Be ready to provide resources, training, or any necessary support to help team members adapt to the change. Empower them to take ownership of their roles in achieving the change goals.

In my experience, over communicating isn’t always the only solution. Endless Employee Townhall & leadership sessions are rendered meaningless due to ridiculous lack of honesty, transparency and believability of what is told. I had to once deal with change of my businesses name by the acquirer. It was clear that the change would be severely damaging in the shorter run & unfortunately even in the longer run. But once the decision was made by those that mattered, I had to tell the team the inevitability of the change, acknowledge the down sides & short sightedness of the decision & yet focus on what the team needed to do going forward. It created trust, unity & a sense of purpose to overcome the challenge of the change thrown upon the team.

Often is key here, it's almost worth aiming to over communicate. Any missing information creates a vacuum and it will always be filled by someone and it's hugely not accurate or helpful.

When putting out communication, make sure the intended message is consistent and clear, and if the message includes changes from previous messages, let the team know it’s a change to previous messages. Explain why the change is necessary. Every team member should be given the same messages and leaders should make sure to verify that the whole team received each intended message properly.

Follow what Alex Irvine said, "Overcommunicate. It's better to tell someone something they already know than to not tell them something they needed to hear."

Most change plans rarely unfold as expected, leading to a series of failures. To avoid this, frame each phrase of the initiative as an exercise in problem-solving, allowing employees to be active participants. By activating the reward-seeking part of the brain, each solutions to a problem translated to success. Communicating and celebrating progress gives employees a boost and is especially helpful for those who are resistant to change. The more effort is rewarded - whether with high fives, encouragement like "Good Job", or prizes - the more quickly their brains will adapt to change. Plus, the brain sees rewards as part of the habit loop, encouraging it to replicate the behavior.

One of the most overlooked components of leadership is recognizing and rewarding your team. I have experienced countless times where I've been asked to put in 100% only to deliver 200% and not even received a thank you in return. This only makes your team feel demoralized and unappreciated. You can never over recognize someone so don't miss the opportunity to do. Treat your team with dignity and respect and they will return it back to you. Don't have enough money to reward them? Be honest and discuss what a plan looks like to get them there. Or find other ways to reward them (time off, perks, social activities, etc.) Make it a habit of thanking your team regularly and be specific about what they did right and how much of impact it made.

Never underestimate the power of recognizing and rewarding your team. At StepUp.One, celebrating both big and small achievements has significantly boosted morale. I suggest using public platforms like social media to acknowledge individual and team successes. This not only motivates but also sets a positive example for others. Additionally, provide constructive feedback and coaching to help team members grow from challenges. This strategy will reinforce positive behaviors and keep your team motivated, particularly during challenging times.

Leadership is communication, and to some extent even over communication. Change is always resisted, so a few other things I would do: 1. Start with the why. Why is this change important, why do we need to go this direction, why must you board this bus of change. Once this is done, the team will buy into it. 2. Work backwords, start with the end in mind. Clearly highlight all the necessary steps to achieve the change and work towards achieving them. All the above cannot happen if there isnt effective communication, collaboration and deliberatelly working together with the team to achieve the desired change.

Actually I agree from my experience as a team leader during change is the best time you need to motivate and support your team. A leader needs to also recognize the efforts of team members who foster the change transition to keep them motivated. During change team members address the question- What’s in for Me - A.k.a WIFM

Listen Actively: Actively listen to your team's feedback and concerns. This shows that their input is valued and can lead to more effective communication.

Managing change meant listening 99% of the time and 1% of making and communicating my own decisions. Which, often, was about a synthesis of others' decisions and ideas.

Flexibility in communication is key during change. Adapting your style to the diverse preferences and emotions of your team, considering various channels, and adjusting your tone to the situation are crucial. This approach enhances rapport, minimizes misunderstandings, and allows for effective influence. Recognizing the dynamic nature of change, being responsive to your team's needs, and employing a versatile communication strategy contribute to a more resilient and adaptable work environment.

Active listening is key ?? Tailoring your communication style to your team's preferences fosters understanding and avoids conflicts. Whether it's face-to-face or online, adapting ensures your message resonates, enhancing rapport and influence.

Each individual works differently, even if just slightly, in some cases. The same goes for each team. So I've experimented with different ways of dealing with things, gathering knowledge and opinions, until we found what works best for us. Let me reinforce the word 'us' here because the best way to 'lead' is to simply be a part of the team. A leader is no more than one of the team members, who happens to be in charge of looking at the big picture and acting as a guideline. Regardless of the team you are in, I think that always works the best. And that is one of the things that should always be reflected in the way you communicate. The rest comes with time, and with getting to know each other and the business and finding the right balance.

Change can be daunting, especially when there's a risk of losing resources already invested. As a leader, it's your role to acknowledge these contributions and communicate clearly why change is necessary. Explain its impact on the project with simple, direct language. Then, encourage your team to look ahead. Inspire them by focusing on the benefits of the change and how everyone's hard work is paving the way for future success. Urge them to bring their ideas to the table. Your optimism and clarity can transform uncertainty into enthusiasm, guiding your team to embrace the changes and move forward with confidence.

Every time we talk about changing things up, people get all worried. It’s like our minds are wired to think change is bad news. But change is good, and essential for growth! As a leader, it’s your job to to pump up the energy and get everyone excited about the new stuff you are doing. You want to ride the wave of change, not just hunker down and brace for it. Make the most of the changes coming your way! And yeah, there are some changes that taste bitter but even the hardest and most painful changes are opportunities for growth and learning.

To lead your team effectively through change, focus on encouragement and inspiration. Share with your team how their roles contribute to the larger mission. Connecting everyday tasks to a greater purpose fosters a shared sense of direction. Encourage your team to take on new challenges and support them through their learning journey. This approach not only keeps the team engaged but also instills a sense of commitment and alignment with the organizational vision, which is crucial during periods of change.

Feedback Loop: Establish a feedback mechanism to continually assess progress and make necessary adjustments as the change initiative evolves. By taking on these responsibilities, you can contribute to a successful communication strategy for the change initiative, helping your team understand its importance and motivating them to support the vision and goals.

Seja um líder que as pessoas amem como uma m?e ou um pai, que acolhe, que dá aten??o, que está sempre de olhos abertos, que está atento, que ensina, prepara e ajuda. Mas também quando necessário é firme e p?e de castigo. O interessante é fazer os nosso liderados entenderem que isso faz parte quando a sucessivos erros ou falhas, ser bom amigo também é chamar aten??o daquele amigo que está se prejudicando e junto prejudicando outros.

Feedback Loop: Establish a feedback mechanism to continually assess progress and make necessary adjustments as the change initiative evolves. By taking on these responsibilities, you can contribute to a successful communication strategy for the change initiative, helping your team understand its importance and motivating them to support the vision and goals.

The best way to truly drive change in smaller teams, is to get to know people. Understand their stories and aims, and then meet them where they are!

Values serve as a guiding compass that aligns team members' actions and behaviors during times of change, ensuring a cohesive and unified approach towards achieving results. When communicated effectively, values create a shared understanding of the team's purpose and foster a sense of trust and collaboration, enabling team members to overcome challenges and work towards common goals.

In addition to the above mentioned areas, I believe is very important to remove those staff who becomes barriers of change. Sometimes poisonous cultural behaviour is often maintainted in organisations by the influensive staff who does not want the change to happen. They are aware that, their low level of productivity can be judged when change management takes effect, but they themselves do not adopt a behavioral change.

Be the change you want to see. Adjust your own behavior and habits to match the change. Express your passion and enthusiasm for the change. Make your team members aware of how the change is improving your situation and the organization’s.