You’re leading a team through a period of change. How can you ensure they stay motivated and engaged?

Be present for your team. In addition to communicating the vision and empowering and engaging your team during a change, it is important to be present and listen to the people in the organization. People need to know that you are there for them, that you are listening and responding and supporting as you can. Share your change journey with the organization. There is strength in a team when they understand that their leader is going through the change with them.

Vision is an aspirational statement of what the Organisation wishes to achieve through firm mission statements supported by long term, medium term and short term action plans. When the Organisation is undergoing a change, it is important for the leader to reiterate on the vision and purpose of the Organisation so that people in the Organisation appreciate that this change too is a part of the action plans envisaged to achieve the vision. When the mission and strategy are understood to be in line with the vision, alignment of people becomes easy since people understand the change is not a one off strategy but part of the original strategy.

Individuals of different level have different understanding capacity of leader's vision. So providing clarity of vision matching ones understanding is important.

It's important to share the vision - where we are , where we want to be and how it is possible to get there. They will make this change their mission and they will not fail to surprise you delivering faster, better and least expensive fashion.

Keeping Team members Motivated & Engaged must always remain the Top Priority for the Team Leaders, whether it’s through Change or through On Going D2D routine. Clear, Concise & Timely Communication - Inform the reasons behind change, impact on individual & team All are Same Same but Different - So make sure to extend your guidance to the members who need extended support Your State - If you are Motivated & Engaged in uncertain times (Half the battle Won) Vision for the team – This should be FIRST point. There should be clear Vision for the team aligned with Organization, this works as north star This list can be never ending. One thing which going to differentiate you from the rest in Engaged & Motivated You/Team.

Empower your team by involving them in decision-making, soliciting their input, and giving them autonomy to implement change initiatives is very important. - You should provide opportunities for skill development, offer support and resources, and recognize their contributions. - I recommand encouraging innovation and initiative, fostering a sense of ownership and accountability for driving positive change.

It's basically a leader's trust on his team and authority delegation to subordinate, which makes every member feel responsible. Once this feeling is developed in every team member, they perform to the best of their ability which brings extraordinary results.

One way I have had to achieve this is by fostering open communication and transparency. Regularly sharing updates, providing context, and addressing any concerns or questions are vital in the change continuum. We should always encourage team members to actively participate in decision-making processes, where necessary, and seek their input. Follow through on whether suggestions are going to be integrated or not is a key component to feeling heard and respected. In many instances as we can, we should recognize and celebrate achievements, both big and small, to boost morale and maintain motivation. Last, but not least, offering support and resources helps team members adapt to the changes and provides opportunities for growth and development.

Regular consultations to get buy-in from the team. Build on individual strengths, empower them to make decisions and be the change makers. Effective communication across the organisation, facilitating feedback. Work with external stakeholders with regular progress checks.

In my experience, provide the team with the goals of the change along with appropriate tools and resources then support them as they develop the action plan to implement the change and do “checks in” to help knock downs roadblocks and be sounding board to the team.

I learned a great insight from a US Marine when I once complained something was "bad news." He replied: "There is no bad news. There is no good news. There is just news." That has become a mantra for me. I find myself repeating the saying now to help center me on what I can control. And I say it to my teams. It's all just news.... The question is what then can we do about it. Oftentimes, I don't have any leverage to move things externally. But then I can focus inwardly on what I do control -- namely, how I feel and react. This "just news" mindset, of course, is a modern take on the wisdom of #stoics. So consider consulting the originals like Epictetus, Marcus A., or their modern day interpreters like Ryan Holiday. It's all just news.

Words trigger feelings. Be careful about the words that you use to communicate change. If your words are triggering feelings of deficiency, loss, failure, fear, insecurity, uncertainty, then the resistance will be a natural response to that trigger.

I recommend acknowledging emotions openly, validating concerns, and emphasizing shared goals to manage people's emotions during change. It's interesting to encourage mindfulness practices like deep breathing or meditation, as they reduce stress and enhance resilience. In my experience, fostering a supportive environment where individuals feel heard and valued is crucial. Utilizing neuroscience insights to promote empathy and trust can foster motivation amidst change, creating a more genuine connection within the team.

It is important for leaders to understand that everyone responds to change differently. So there should be enough time given to team members to accept and adapt to change.

Underlying all the resistance are two powerful emotions: Fear and Loss. People are worried about what the future holds for them and are sad to give up what is comfortable. To help manage the emotions, you need to probe for the specific concerns. For example, what do they believe they will lose? This list might include relationships, influence, competence, control and others. Once you know what they are, you can engage the person in problem solving to reduce the impact associated with the loss.

- To foster a strong and positive team culture during change, leaders should prioritize open communication, encourage collaboration, and celebrate achievements all together in the organization. - Lead by example, promoting trust, respect, and inclusivity is essential. - Provide opportunities for team bonding activities and recognize individual contributions to strengthen cohesion and morale is vital.

I have found Elizabeth Kubler Ross's adapted grief transition model useful when leading teams through change, it enables people to recognise and value each other through a lens of 'letting go' of the past and embracing the new. Understanding that we are all different and will experience change differently due to our personal circumstances and how we have experienced change previously, for example. Leaders are not immune from the process, self awareness will help you to recognise where you are on the curve, where you need to be and from this plan accordingly. Its OK not to feel OK about what is happening, having open communication with your team can help everyone make the decisions they need to move forward.

Bring people with you along the journey and make it relevant. Being “done to” fosters resentment and unnecessary resistance. Imagine being in their shoes provides a humble environment that allows greater engagement.

Celebrating successes, no matter how small, is Important to encourage every team member. Do the right things, openly talk about them and you will maintain a motivated team environment.

Una de la cuestiones principales a la hora de fomentar la cultura, es la transmisión clara de los valores y objetivos generales y específicos. Esto hace que cada uno de los miembros del equipo sea consciente de su total compromiso con el equipo y su vinculación positiva con los demás

Running a pilot can be a helpful strategy to learn and course correct. In addition, success stories from the pilot can help drive the buy-in.

Change can be challenging but can be made smooth and exciting by seeing it as an opportunity to learn more and grow as a professional and individual. It could be role changes, location changes, addition in responsibility, team changes, work and technology changes etc. but through it all, the patience to figure out the unseen and plan and act to mitigate the risks paves the way forward. When we learn of the changes and make our teams aware of the upcoming changes, all we as leaders do is to show the team the way through the unseen while we become the torch bearers ourselves on the new paths. The roads are new but together one step at a time even the biggest mountain can be climbed by adapting the newness & training ourselves along the path.

Communicate to the team the importance of the evolution, your work and contribution needs to be alligned with the market trends and the new business requirements.

Instead of viewing the change process as a one-time event, emphasize continuous learning as a key to success. Encourage your team to actively seek out new information and resources related to the change. This could involve attending training , reading industry publications, or connecting with experts. By promoting a culture of learning, you equip teams with the knowledge and adaptability to navigate changes. Actively involve team members in the decision-making process where appropriate. Allow them to contribute to shaping solutions or adapting processes. This sense of ownership increases their investment in the change, boosting their motivation and engagement as they see their ideas contributing to the overall success of the transition.

The success of navigating change and sustaining motivation hinges on individuals' perceptions of the change journey. Meaningful engagement with the path of change is crucial for commitment. Employees find the journey meaningful when they perceive it fits vertically and horizontally. Top-down consistency, from strategy to operations, and horizontal alignment between various functions signal a well-aligned organizational approach. Discrepancies, such as conflicting messages from HR and product management, erode the perceived significance of the journey, impacting motivation. Leaders' commitment to alignment is pivotal in ensuring employees perceive meaningfulness and remain motivated throughout the change process.

A previous boss of mine (Werner Geissler) used to tell us, “I manage with a cool head, warm heart and busy hands”. That sums it up nicely for me. While you need to leverage all three aspects at any time, you probably need a higher dosage of each during a period of change, crisis or tough times. The art is how to balance the three of them depending on the situation and who you are dealing with. The cool head means you deal with the issues with calmness and focus. The warm heart means you create an emotional connection with your people and show empathy. Be genuine and care. And busy hands means you work with the people and get busy don’t be a leader who manages from an ivory tower. Cool head, warm heart and busy hands!

In leading through change, one of my primary strategies for keeping my team motivated and engaged is meeting them where they are at emotionally. I understand that change can be challenging and unsettling for individuals, so I prioritize creating a space where team members feel comfortable expressing their thoughts and feelings. This involves taking the time to allow them to process the change at their own pace, encouraging them to ask questions, share concerns, and even vent their frustrations if needed. By demonstrating empathy and actively listening to their perspectives, I validate their experiences and gain valuable insights into their specific needs and concerns. This approach fosters a sense of trust and openness within the team.

Donner du sens est à mes yeux l'action fondamentale pour engager et motiver. La question devient "Comment faire ?" quand on sait que le sens est personnel, donc subjectif, et dépend également de l'age. Alors, comment s'y prendre pour que chacun dans l'équipe se mobilise et s'investisse ? 1° montrer l'utilité du projet 2° montrer le r?le que chacun y joue 3° montrer que si l'un fait défaut, alors c'est toute l'équipe qui est fragilisée 4° montrer que chacun détient les compétences nécessaires 5° accorder de la confiance

Creo que asegurar su motivación y compromiso en un periodo de cambio, siempre incierto, se logra, entre otros factores, con: - Comunicación clara, abierta y transparente del proceso y de sus impactos en cada miembro del equipo. - Escucha activa al equipo, respondiendo y solucionando todas sus dudas y propuestas e intensificando la empatía. - Fomentar la colaboración en el equipo y con otros departamentos involucrados en el proceso - Hacerles partícipes de los éxitos que se consigan en los diferentes hitos del proyecto.

Keep talking, keep listening, keep hearing what isn't being said. Don't overcomplicate. Certainly don't try to "manage" emotions - understand them instead.