Your change management team is struggling to stay organized. What can you do to improve collaboration?

1. Change Team is not a group of nominated members, but a team which has to be on the same page. The very first step is to build 'one-ness' in the team. Prepare well and shape the team to begin with. 2. Depending on the type of change, apply a suitable project management method for implementation. Agile often works, it allows teams to collaborate regularly with dependent functions, learn and improve through iterations. 3. Plan many intermittent success milestones & Celebrate in motivating ways - both within the change team & in the change roadmap. 4. Change team is often formed with seniors/experts from diverse functions and background. The ability of change leader & the influence of change sponsorship are critical to build collaboration.

In my experience change management teams go through phases where they can loose focus and momentum. At this stage it can be useful to review roles and responsibilities against the original brief to see if they are still in sync or require refreshing. This can also be done as part of a more thorough milestone / review point for the programme. Giving the opportunity for the team to feed in how they believe they are progressing and highlighting areas that may need to be addressed.

In my experience, defining roles and responsibilities, especially during business changes, is crucial. This fosters ownership among team members, ensuring smooth project progress. Clear roles lead to greater responsibility and accountability, as individuals recognize their vital contributions. Additionally, clear ownership facilitates buy-in for changes. When team members align their roles with company goals and see their impact, they support transitions, making them smoother and more successful.

A core team acts as a nucleus. Their members have to be themselves convinced and convincing other, without just blindly spouting phrases. This group can and must be diverse and allow critical voices. The core team needs management and employee perspectives, and act at eye level. Although not easy to achieve, great core teams reach direction, alignment and commitment, they create trust and curiousity towards change, and they communicate openly and authentically.

One step before defining roles is defining the mission/purpose of the team. All roles should be in line with that one. And besides that. I would stay away from old management tools like RACI. If you want to change from A to B, don't use tools and methods from A.

Beware of over-engineering this! I see this happening all too often. Yes, it's fun to see things lit up in a new way, but so often, it causes us to lose the meaning behind WHY we are talking about these things. People often lose sight of the meaningful conversations that they need to drive or issues that they should be raising because they are more concerned with using a tool. For example, I don't like the "nudge" feature on many tools. Unpopular opinion. Why? Because it allows people to lose sense of ownership of things they need to be responsible for.

Nobody truly use them albeit everybody is asking for them. If used at 65% at least you get accelerated updates on where the project status is

Change management team? The solution in my view is not to have one. Once you have a product owner that should suffice. All the change governance can be automated

You need software to play it's part but overuse or using software to replace actual interaction with others can be detrimental. Software should be used to document, collate and gather data/survey results etc. but the real decisions should be made by communicating humans.

Incorporating a change mgt software is a strategic move to foster collaboration within your change mgt. team. This specialized software streamlines the planning, execution, monitoring, and evaluation of your change initiatives. By offering a centralized platform, it becomes a repository for all pertinent information, documents, and data related to your change projects. The software facilitates efficient tracking of progress, risks, issues, and dependencies, empowering you to generate comprehensive reports and dashboards for insightful feedback on change performance. Moreover, it acts as a communication hub, enabling task management, notifications, comment exchanges, and feedback, fostering collaboration among team members and stakeholders.

Meetings and reviews are welcome but only if x3 time is being booked vs normal 2h meetings since people start talking and arguing. Transformation projects are very time hungry if you want to make impact

In today’s agile world, a daily stand up during morning hours would be apt. Keep the agenda simple. What is on the day’s schedule? Any emergency items that need attention? Any projects? Etc. it helps to get faster visibility and will get the work done by morning half most of the time

Building trust and rapport is essential when trying to increase collaboration. Old saying of people don’t care how much you know until they know how much you care is really relevant here. Cooperation is so much more helpful than conflict in these situations, although learning to disagree in a fair and proportional way is also crucial!

At the beginning of the change management project, the project manager should prepare a stakeholder list and perform a stakeholder analysis. During this analysis, we would identify the power and influence each stakeholder would have on the change initiative and this will help us decide the type and frequency of communication needed with each stakeholder. For example: A member of the project team who has a network across the organization can either positively or negatively impact the success of the change initiative depending on whether the change will benefit them once implemented. The project lead may need to have daily updates from them on project tasks and an informal chat over coffee to gauge their buy-in about the change initiative.

One additional idea to include for this point is celebration. Too often check ins become rote. Sometimes pausing to evaluate, acknowledge, and celebrate the small successes and progress helps the level of energy and commitment higher.

In my experience, change is painstaking and one conversation at a time. Open to learn, open to different pathways to success but firm on the goal. Team members, leaders, early adopters, cautious followers will take a cue from the change leader. You cannot mandate it, you have to build trust in me conversation at a time with your actions aligning to your words.

Building trust and rapport is essential for fostering a collaborative environment in change management teams. Cultivate a team culture where members feel a sense of belonging and appreciation. Recognize individual and team achievements, celebrating successes and milestones to boost morale. Provide constructive feedback timely, and encourage learning and personal development, which demonstrates investment in team members' growth.

I agree with this statement, in my experience through different industries, sectors, trust and team building is very crucial and essential to any organisation growth and success. However shouldn’t be individualised should always look at it as a team spirit not praising single individual ???? most of Football/soccer Managers don’t agree with best player in the world in fact best team in the world.

1. Make sure everyone has a voice. 2. Empower the team to make decisions that are in line with the vision and reasons for changing. This demonstrates that you value their expertise and that you trust them to make good decisions that drive change forward. 3. Create a safe space for candid feedback and input when things may not be going as planned. Change is hard and everyone needs to feel like they can challenge ideas or activities that are not working. 4. When possible, get together outside of work so people can get to know one another on a deeper level and build greater trust. Teams that feel a personal connection to one another will be more willing to support each other and take necessary risks together to drive change.

All of the biggest changes involve people at the core. It is them that eventually collaborate and enable results. Change management has to be a collaborative approach where the goal is visible to all stake holders. It will then enable systems and technology change to be more transparent and receptive to all. The initial time spent on agreement, challenge and convincing will go a long way to enable the technology results on time!

I believe that involving others in contributing towards change, helps change happen. If people feel consulted with, listened to or just asked what is important to them, you are more likely to succeed with them supporting change. Explaining why there is a need for change and what opportunities the change will bring is sometimes enough. You may find that people you may have not expected, suddenly come into their own when this change starts to happen - new shining stars are born.

This is also important to start from the top. If the leader does not embrace failure and allow grace towards individuals and teams, then there is no learning mindset. People should feel comfortable being people, which means failing. And leaders need to realize it's not just about allowing little failures. If someone is ostracized from one big failure and it's never "let go" by the leader always reminding them of it, then it just breeds fear and hesitation.

"Leadership and Learning are indispensable to each other," - John C Maxwell highlights the need for a learning mindset in teams. This involves open communication, creating a safe space for experimentation, and viewing challenges as growth opportunities. Investing in professional development and acknowledging achievements are crucial. Feedback systems and diverse problem-solving methods enhance adaptability and innovation. This approach strengthens a team's ability to manage change and fosters organizational resilience and growth.

assuming your team members have the necessary skills and/or knowledge get them to explain what they're doing and why. if possible, throw another perspective into it to see if that helps to drive some outcomes (or see the task in another light). What are the timelines, don't go for perfect but see how to deliver what they're working on for quick wins. Maybe what they're working on is premature and there's another question/problem they need to solve before tackling this task?

Promoting a team learning mindset is indispensable for fostering a collaborative and dynamic work environment.Encouraging team members to adopt a learning mindset creates a supportive atmosphere where everyone is eager to acquire new knowledge and skills. By promoting a team learning mindset, individuals are motivated to actively participate in discussions, share insights, and seek feedback from their peers. This collective approach to learning not only accelerates personal growth but also enhances the team's overall performance.

In my experience and research I have found that leaders who lead with a spirit of trust and collaboration are the leaders who are successful in implementing change. Trust the team to execute the vision that they have been a part of developing and the organization wins every time.

Once a clear mission / vision has been defined, all members of the team must be aligned to that final purpose. Each team member with a clearly defined role including responsibilities. Short check-ins to keep them on track and refocus them on the defined mission is part of the final success. Empowering the different team members in their responsibilities by providing trust will build a bond to achieve the mission. Given responsibility and receiving trust is motivating and challenging to use its own creativity to achieve the set mission, whereas being dictated what to do is often considered demotivating.

Dans mes récentes expériences, un facteur de succès clé pour la conduite de changement a été l’implication des parties prenantes. Si ce n’est dans la définition de la nouvelle stratégie, au moins dans la mise en ?uvre du changement : définition du planning, identification des contraintes organisationnelles et opérationnelles et, le cas échéant, ajustements des modifications envisagées. Cela a permis une meilleure appropriation de la nouvelle organisation souhaitée et une mise en ?uvre beaucoup plus efficace.

I strongly believe meetings are not always the answer. Address the task to be completed and the end result with a time deadline. You hired them to perform their job and trust them. People in higher level roles will perform more effectively if they are given flexibility and trust. If you are a leader you can see where or whom is lagging and not depend on a co worker to tell you. They may or not be telling the whole truth. Make sure you know the true facts before approaching the employee. That’s where in office days are great or a quick email to all people on the project or zoom call to address and loop holes and have after call meeting separately. Not to demean someone. Treat people how you want to be treated be the change.

In addition to involving and empowering your team members through input, decision-making, and recognition, cultivate a collaborative culture. Encourage cross-functional collaboration, facilitate open communication channels, and establish platforms for knowledge sharing. A collaborative environment enhances creativity, accelerates problem-solving, and ensures that diverse perspectives contribute to the success of your change management endeavors. #CollaborativeCulture #ChangeManagementTeam ???

Change management shouldn’t be relegated to a change management team. It’s on everyone in the organization to make the change happen and the ownership of creating change should be anchored where the change is desired. A change team can be helpful with frameworks and tools but shouldn’t lead the change management effort overall.

The very first action one needs to do is to look your self in the mirror and evaluate your plan and how effective you have been as the leader. Next would include but not limited to - Gathering the group and asking them to express what is not working, what is working and where they may need help. Actions from their feedback would evolve. Then at a minimum restate the importance of the success of the change, their role, restate the goal and your expectations Then review the go forward plan and adjust your actions based on what you learnt abut your own performance. The buck starts and ends with you.

Get the core team together to reinforce the purpose. Have everyone come to the session with an option for restating the reason for the change. Then take stock of where you are and if the current plan and actions are aligned with the intention. Assess each action for its potential to contribute value and ruthlessly eliminate lower value work. If you do this as a team, you will solidify your shared understanding and commitment to the desired change.

Change and uncertainty are not naturally accepted by humans. Any change initiated by an organisation could be implemented successfully when teams understand the value it will bring. Start by discussing benefits and rewards the change will establish. Be the example to embrace it as one of the first leaders. Talk about its advantages. Don't underestimate discussing any negative impacts of the change openly too. Touch base at regular Stand ups or retros - highlighting the pros. Provide support to those who struggle to adapt. Take their feedback and deploy strategy to cruise through the uncertainty. - Define RACI - Set up COE to support, knowledge sharing and training teams

When leading change, you may want to consider talking to the "objectors". Those who tell you that they aren't buying it and those who may be objecting silently. Very often engaging "objectors" and talking openly about their concerns can build trust and enhance a culture of collaboration.