Your team is hesitant about restructuring. How can you earn their trust and show the benefits?

La confiance est un sentiment qui conditionne un niveau d'engagement. La question est donc d'afficher des éléments propices à générer ce climat. Le Comment est donc la première question à se poser. Le comment doit répondre in fine au besoin de l'équipe à croire dans le leadership. La première mission du leadership est de clairement identifier et présenter les raisons de la restructuration, l'inscrire dans une vision plus vaste de plan d'entreprise. La réponse à ce besoin de confiance est marketing : collecter les data, créer la vision, provoquer l'adhésion qui mettra en mouvement l'équipe. Le "comment provoquer l'adhésion" est une autre histoire ...

It's crucial to create psychological safety within your team. As Amy Edmondson explains, this environment allows team members to speak up without fear of negative consequences. Start by acknowledging the challenges and uncertainties of restructuring, demonstrating vulnerability as a leader. Consistently follow through on commitments, no matter how small, to build credibility. Encourage constructive dissent and show genuine appreciation for different viewpoints. Remember, trust is built gradually through repeated interactions. As Simon Sinek aptly puts it, "Trust is built little by little, over time." By consistently demonstrating integrity, competence, and benevolence, you lay the foundation for a trusting relationship with your team.

It's crucial to create an environment where diverse voices are not just heard, but actively sought out. Implement inclusive decision-making processes, such as Edward de Bono's Six Thinking Hats technique, to encourage different perspectives. Consider using appreciative inquiry methods to focus on strengths and possibilities rather than problems. As Adam Grant points out, "The hallmark of originality is rejecting the default and exploring whether a better option exists." Encourage your team to challenge assumptions and propose innovative solutions. Remember, involvement isn't just about participation; it's about creating a sense of ownership and shared responsibility for the restructuring process and its outcomes.

It's crucial to take a holistic approach, addressing both professional and emotional needs. As Brené Brown emphasises, "Empathy is a strange and powerful thing. There is no script. There is no right way or wrong way to do it. It's simply listening, holding space, withholding judgment, emotionally connecting, and communicating that incredibly healing message of 'You're not alone.'" Consider a buddy system where team members can support each other. Provide access to counselling or coaching to help people navigate the emotional aspects of change. Create learning opportunities that not only prepare your team for new roles but also enhance their overall skillset, increasing their sense of job security and future employability.

It's essential to go beyond mere descriptions and tap into emotions. As Simon Sinek emphasises, "People don't buy what you do; they buy why you do it." Start by clearly communicating the 'why' behind the restructuring. Paint a vivid picture of how this change aligns with your organisation's core purpose and values. Use storytelling techniques to help your team visualize the restructuring's positive impact on their work, the company, and even society at large. Encourage your team to contribute to this vision, making it a shared aspiration. As John Kotter notes, a compelling vision can reduce uncertainty and motivate people to take action. Remember, your enthusiasm is contagious; let your genuine excitement for the future shine through.