You're navigating changes in operational planning. How can you ensure your team members are on board?

You have to engage them and agree that there is a problem first. After that you have to involve them if the brainstorming process, or identying a solution. Allow amble time for discussion until you agree on the most feasible option to take. The idea of always trying to sell a vision insinuates a view that you have a monopoly of best ideas.

This is skipping a step. Crafting a clear vision comes after research into the market, review of previous years' performance, looking into what competitors are doing, and sourcing feedback from staff. If you've done all this, people will anticipate the change, and you will have a much more compelling explanation for why it is necessary. People are more likely to embrace a change when they know where it came from and how it will affect them.

This is the classic "selling the change", but hopefully, you've done your due diligence, and you have evidence that the change is necessary. Similar to the previous point, you shouldn't be fighting with people to convince them of the change. When done right, they are on your side before the decision is made. This can be achieved by involving them in the process before the decision is made. If you're running a small company, involve everyone. Get their feedback, explain your idea, and accommodate concerns into the final decision. If you're in charge of a large company making a large operational shift, run a pilot project with a smaller group first. The time invested upfront will not be wasted.

Providing support is critical for adoption. In a recent project to replace time-tracking software with a more modern SaaS product, a significant amount of my time went into supporting the change. To ensure people felt supported, I ran a pilot project and reported on it to the whole staff while it was running - this increased visibility and familiarity with the new product as people were able to see it in action. I also proactively scheduled drop-in times where I would be available to answer any question. I created short, reusable videos demonstrating how to use various aspects of the product. This not only helped people with the change but added content to our onboarding process for new employees. And I engaged early adopters to help.

Another advantage of incremental changes is that they provide clear milestones and measurable progress. Celebrating these small wins can boost morale and maintain momentum, keeping the team motivated and focused. Communicate these achievements regularly to highlight the positive impact of the changes and reinforce the value of everyone's contributions. By taking a phased approach, you not only mitigate the challenges associated with change but also build a stronger, more cohesive team.

Operational changes are not technology or infrastructure changes. They're changes to the habits of the people who are impacted. Habits take time to change, and most of us hate changing - even if it's for the better. Tackle the human side of the project first.