How do you empower your team during change?

If you want to create real engagement, rather than passive acceptance it’s important to help people see how the change delivers something they see as important TO THEM. It’s important to engage people not just at head level, but also at heart level. People are not resistant to change, but they are resistant to being changed. Most people will walk through fire if they feel the cause is important.

Communication has to be a two way process. Take time to listen to any concerns and respond in a way that helps the team to feel valued.

You should communicate what's in it for your team members, not just the org-wide vision/value. Hearing grandiose statements about increasing efficiencies and decreasing costs isn't as empowering as hearing that xxx process is going to be automated so you no longer have to spend an hour each week pulling together a report.

During change, empowering the team is vital. I communicate the vision and value clearly, explaining the goals, benefits, and alignment with our mission. I address potential challenges and involve the team in decision-making and problem-solving. Open dialogue and active participation create a supportive environment for embracing change and seizing opportunities. Together, we navigate the transition with confidence and shared ownership. #EmpowerYourTeam #ChangeManagement

While handling a change project I really can’t emphasize the importance of early communicating your plan. Whether the outcome of this proves positive or negative, conveying the key changes to employees is of utmost importance. As project leaders you can see the impact of that change, you understand the logic, the impact on the organization, and the ROI. But, for employees further down the hierarchy, they can’t share your vision “It's not that they won’t” NO, they just can’t see the full picture. So, again, it's better to start your communication for change as early as possible to foster a sense of transparency. This will allow your organization to function like a sponge “absorbing challenges and rejections” as smoothly as it can be expected

Co-creation is one of the best ways to drive engagement. Any idea should be a good idea and celebrated. Important to get everyone contributing - if a brainstorming session isn't working - find another way to give everyone equal airtime. All too often it will be the same people who dominate. The quietest frequently have the best ideas but are "crowded out" - the chair or leader must control the discussion. Psychological safety is imperative here, so suggest thinking and working hard to ensure everyone feels comfortable to share not in fear of being judged.

The best way to make sure the adoption rate of the change is high is to get people engaged to give their pieces and think it was their idea. If that is not possible, the next best thing is to assign them roles and get them to chip in and co-create together. The change will not fail if people have a feeling that they will be failing too.

I strongly believe in involving the team during times of change. I actively seek their input, listen to their feedback, and address their concerns. By including them in the decision-making process, I foster a sense of ownership and accountability. I assign roles that align with their strengths and provide the necessary support. This approach not only empowers the team but also leads to better outcomes and a smoother transition. #TeamEmpowerment #ChangeManagement

Unbedingt! Wenn dann noch die St?rken der Mitarbeiter berücksichtigt werden, regelm??ig in kleiner Runde der jew aktuelle Stand vorgestellt und besprochen wird, die Mitarbeiter ihr Ergebnisvor dem Management vorstellen k?nnen, der / die Vorgesetzte seinen Mitarbeitern den Rücken st?rkt, dann werden Verantwortungsbewusstsein und Engagement gest?rkt und der Teamzusammenhalt gef?rdert.

As above. Also look out for those who just nod at you. They may not be confident enough to share their thy. Get them to air their perspective by contributing in different ways

As a seasoned leader, I firmly believe in the power of recognition and rewards during times of change. I make it a point to celebrate our team's triumphs, big and small, and I'm not afraid to give credit where credit is due. By acknowledging their hard work, dedication, and resilience, I fuel their motivation and ignite a fire within them to keep pushing forward. Together, we embrace the challenges, learn from them, and emerge stronger than ever. So, let's unleash the power of recognition and fuel our team's unstoppable spirit as we conquer change, one milestone at a time! #RecognizeAndReward #UnstoppableTeam

It's also important to highlight and reflect on the importance of ideas which may not have resulted in the perfection , yet brought the team or the effort closer to a true solution. A busted yolk on a over-easy egg, does not mean the breakfast is cancelled. You can still eat the egg, and try again...

I have read many of the responses and concur with them. The way not to manage change is 'do' change to people - a receipe for failure. As per other comments change has to be delivered in a manner where all involved are invested in it, have a clear understanding of what the outcome of change looks like, and are clear the role that they play in achieving that goal

Celebrate the small things. Often large scale projects take multiple years and people get frustrated working on the project without seeing the end in sight. I have found that if you celebrate the small successes, that goes a long way in terms of motivating people to continue on the journey.

I agree. An additional point is to structure the deliverables with intermediary milestones especially if the change initiative is long dated. This makes the overall process more palatable for people as they can clearly see progress being made (in addition to recognition and rewards)

When I was leading transformation, I brought in a lot of external speakers to talk to the team about how they got through difficult large scale projects. This really helped the team feel that they were not alone, and that other organizations have gone through the same thing.

The most successful creative teams are highly diverse and tolerant. Scientific research reveals nine secrets of top-teams. 1. Include cognitively different groups who tolerate and exploit overlapping membership amongst them. 2. Tensions allow for the development of products that stand out. 3. Accommodate larger cohesive groups; but this effect declines as the size of groups grows. 4. Include newcomers. 5. Include a few absolute standouts. 6. One-firm-teams only are more distinctive because less negotiation is necessary. 7. Older firms are less likely to provide distinctive solutions. 8. Teams with high cohesion lead to a narrow focus. 9. Creative success is facilitated when some misunderstanding is tolerated.

I firmly believe in fostering a learning and growth mindset during times of change. I encourage my team to see change as an opportunity for personal and professional development. I provide them with the resources, training, and support they need to acquire new skills and knowledge. I create a safe and open environment where they can take risks, make mistakes, and learn from them. By nurturing a culture of continuous learning, we not only adapt to change but also thrive in it. Together, we embrace the challenges, seize the opportunities, and become stronger and more resilient with each new experience. Let's embrace change as a catalyst for growth and empower our team to reach new heights! #LearningAndGrowthMindset #EmbraceChange

Be clear that we learn through trying and failing. Ensure that actions reinforce this approach at every level of management. Have transparent processes for ideation, invention and innovation but also managing risk, learning lessons and structuring change impact. Manage and track the benefits of learning by doing and recognise those who do well and enable them to inspire and support those less confident.

Agree but this is not sufficient. It is critical to create the space to deal with issues, conflicts and potential failure in a safe way.

In my experience, stakeholder engagement and building trust goes hand in hand to build results and positive outcomes. As a product/project leader you must earn trust to influence key stakeholders. Team members must also demonstrate their integrity and ability to be accountable, thus earning trust within the group and from the leader.

To empower my team during change, I prioritize building trust and collaboration. I foster open communication, encourage diverse perspectives, and promote cross-functional teamwork. I emphasize continuous learning and growth, supporting professional development, and fostering a culture of innovation. By embracing a larger perspective, we navigate change together, seizing opportunities and achieving exceptional results. Together, we rise above challenges and create a resilient, empowered team. #EmpoweredTeam #Collaboration

In my experience as a ‘ facilitator of innovation teams’, Understanding ‘A COMMON WHY’ is crucial in team building for 5 reasons: 1. It unifies team nembers and creates a shared sense of purpose. 2. It helps team members see the bigger picture, align their efforts, and move in the same direction. 3. When everyone understands and agrees on why change is necessary, it enhances communication. 4. it boosts motivation of all team members . involved, and 5. due to all these positive effects ‘understanding a common why’ increases the chances of successful team collaboration.

Embedded and inherent in change is risk. In order for a team to take on risk and face uncertainty, they have to feel that their leaders have their back and they can count on their teammates to help solve unknown problems and unseen issues. So yes, trust and collaboration are very important to manage change and create positive outcome.

If you trust people you are more likely to take managed risks to challenge and change the status quo. But you must guard against complacency and be prepared to question even your most trusted allies so that ideas stand up to scrutiny and represent a strong case to change. Harmony is not ideal for innovation - healthy friction and respectful challenge will more often take progress beyond the safe zone to the optimal outcome. Strong and trusting relationships will weather the tension if commitment to the outcome is shared.

Ah, the final and biggest stepping stone of change management. Live what you preach. I found that the main reason of failed change innitiatives is that leaders do not live what they preach. It is simple, the change is hard enough even when I trust you. If I don't, I will dissengage. The only book on how to be a good manager you will ever need is Robert Townsend "Up The Organization". If people just abided to it, everything would work. The author is the leader behind Avis and their campaign "We Try Harder".

Be the change. Help the team to build adaptability and resilience to take part in that Change journey until its end. Where needed, hold hands, show way and ensure Inclusiveness throughout.

In my experience, as a board room consultant and according to scientific research top performing teams combine both great DIVERSITY with high TOLERANCE. Especially tolerance is a huge challenge in teams of consultants as most of them consider themselves as SUPERSTARS (in the making) and behave as ‘prima donnas’. The two key to getting tolerance in a team of superstars are: mutual interdependence and trust. The big dillemmas for clients to be solved create awareness of being dependent on each other to be able to perform at top level. After this awareness comes the trust that the team can create anazing client solutions which will spark the tolerance needed.

Sacrifice, participation, energy, and commitment ... A team is a reflection of it's leadership...losing with dignity is better than winning with arrogance. The lessons of the former will mold a better more sustainable team in the long run...

If the option to model the change is available, this is indeed very powerful. If it's not there, we must not force it as it risks appearing superficial.

As the leader, you must genuinely trust your team to keep moving in the path of your vision, so your vision must be clear. You also must not expect everyone to complete the task the way you would. By providing vision, trust, and autonomy you have empowered your team through change.

Ah, the wild roller coaster of empowering your team during change! Challenges and opportunities abound in this hilarious circus. Challenges include acrobatic trust falls, tightrope walks of communication, and dodging the fire-breathing dragons of resistance. But fear not, for opportunities await! Unleash the trapeze of collaboration, ride the carousel of creativity, and let the magical carousel horses of motivation carry your team to new heights. Embrace the absurdity, juggle with laughter, and turn challenges into daring feats of empowerment, where the surreal and the possible collide in a dazzling spectacle!

Every solution is a change. As part of his Theory of Constraints, Dr. Eliyahu Goldratt identified six levels of resistance to change. These levels depend on the extent of awareness and participation of the people involved. When we are able to identify which level of resistance corresponds with people’s reactions, we are well on the way to resolving the problem. Moreover, for every level of resistance there is a Thinking Process that will address and resolve that resistance in a collaborative way. We can say with confidence after introducing these Thinking Processes to companies for over twenty years that they are an extraordinary support for introducing and managing change in a way that can work.

We do not “empower” others. They have power. Now, the way they exercise and express their power might not be what we expect (let’s ponder the source of our expectations) or might not be aligned with the purpose or goals of the change. To better understand their perspectives, foster mutual understanding and respect, and collaboratively determine a way forward, start by honoring their inherent power: Acknowledge it, make room for it, encourage it. Most importantly, provide the appropriate and adequate resources to strengthen and sustain their power — supporting them before, during, and after the change process.

There is a well-known Taoist poem written by Lao-tzu which talks about the role of a leader in change management and how to address people side of change management. This is how the poem goes; Learn from the people Begin with the people Build on what they know Of the best leaders When the task is accomplished The people all remark We have done it outselves