Here's how you can effectively convey the advantages and opportunities of organizational change as a leader.

Embracing change becomes easier when you are either humble enough to realize that you need change or you are open minded enough to realize where you are won't stay great forever. That drives a willingness to embrace new opportunities!

Key Strategies to effectively convey the advantages and opportunities of organizational changes as a leader are 1) Build consensus and buy in from people through - Communicating gaps/challenges, opportunities and approach 2) KPIs for measurement of effectiveness 3) Flexibility to make changes if key factors change 4) Admit and correct your mistakes 5) Take adequate risk

I could not agree more . As a leader you need to walk the talk when you drive organizational change 1. Be clear and aligned with the mission and vision 2. Explain, engage , involve , co-create 3. Be fundamentally honest and consistent

Humans fear change, but life is change. Lead by example - show how you are leaping into new things, leaning into change. Model the behaviour you want to see in your teams

Cuando hay que hacer frente a cambios en la organización, es importante escuchar como lo toma el equipo, como se sienten a partir de ese cambio que se viene y que en muchas ocasiones, no puede dejar de realizarse. El capital más importante en nuestras reuniones de equipo técnico es justamente la comunicación, el intercambio y feedback entre todos. Cuando se explica la razón por la cual modificamos un procedimiento, cambiamos un modo de realizar nuestro trabajo, es indispensable que aquellos que proponen el cambio, lo puedan explicar en cuanto a beneficios para todo el conjunto y entender que aunque a todos nos cueste adaptarnos a la nueva forma de hacer nuestro trabajo, lo haremos entre todos, nos ayudaremos como equipo que somos.

One thing I've learned is not just communicating the change itself, but also it's reinforcement. Often times we experience a change, see a glimpse of its benefits, but then lose track through lack of reinforcement. This leads to a vicious circle of failed change initiative after failed change initiative. Work with your stakeholders to not just see the vision of the change, but also understand how to reinforce it so it becomes embedded into the organization.

Es importante crear espacios y canales para abrir conversaciones que permitan a las personas encontrar una vía para aclarar sus dudas y temores, asi aseguramos que las inquietudes se resuelven a través de fuentes oficiales y evitamos rumores que puedan crear resistencia al cambio, los líderes juegan un rol muy relevante en el cambio organizacional ya que también pueden acompa?ar emocionalmente a sus equipos en momentos de incertidumbre.

One of the very basic element of any organization change is the clarity of intent. What are we changing? Where are we going? Why are we doing this? How we will get where we want to go. Clear, sharp, concise communication is a must. E V E R Y B O D Y among the impacted and non impacted employees needs to understand what the change is about. In very simple and clear terms. Being clear will allow people to buy faster and more easily into something they can understand and share.

When you want to bring or initate a change then fostering transparent and open communication plays a major role, without this even best thing may have to face resistance, which is very likely thing while bringing in new projects, plans or thoughts. Be Honest and Upfront: Acknowledge any potential challenges or disruptions the change may cause. Be transparent about the timeline and process. Address Concerns: Create open communication channels where employees can voice their concerns and ask questions. Actively listen to their feedback and address it honestly. Frequent Communication: Regularly update employees on the progress of the change. Share milestones achieved and celebrate successes along the way.

In the data transformation I am currently leading, it helps a lot that we have a marketing like high-light report that shows the benefit from a business perspective. We do this on one page by clear recognizable numbers and then per business department have on deep-dive case builded around the employee we helped doing a better job. This helps our (sr) management in understandig the magnitude of what we are doing (#users/euro's) but also gives them a feeling on how it works and how it helps the company.

In order to bring support and acceptance you need to emphasize on the benefits. Focus on Employee Benefits: Explain how the change will directly benefit employees. Will it lead to increased job security, career development opportunities, or a better work-life balance? Highlight Growth and Innovation: Frame the change as an opportunity for the organization and employees to learn new skills, become more innovative, and stay ahead of the competition. Quantify the Advantages: Whenever possible, use data and metrics to demonstrate the positive impact the change will have on productivity, efficiency, or customer satisfaction.

In today's dynamic business landscape, the ability to adapt and evolve is no longer a luxury, it's a necessity. Companies that cling to outdated practices risk stagnation and ultimately, obsolescence. The key to staying ahead of the curve lies in embracing change with a growth mindset.

One usually overlooked benefit of any initiative is the learning for employees to "pioneer" something in their company. I have experienced such effects on employees to be transformational. Every person who is actively involved in a "company first" initiative has a short taste of what "intrapreneurship" could be and this is usually a boost of loyalty, pride and motivation to work for the company. Therefore, use also this meta-aspect of change: do not only sell your people on the change but also on the way this is making them closer to a version of themselves they might like to come closer to (braver, more skilled, bolder).

Navigating change requires strong support systems. Equip your team with the necessary resources and training to ease the transition. Being approachable and attentive to their concerns fosters trust and cooperation. Share success stories of how previous changes have led to personal and professional growth within the organization. By demonstrating empathy and providing consistent support, you create a culture that values every team member’s input and effort. This approach not only mitigates resistance but also transforms it into a collective drive towards achieving new milestones together.

Change affects individuals differently. Some are more adept at embracing change, others not so. Identity well liked and respected ‘change champions’ at an early stage and encouraging them to be mentors within the group helps to make the change averse feel more confident.

La empatía con tu equipo de trabajo puede lograr metas exitosas, es así como cada colaborador cuando visualiza a un líder con esta característica emplea una actitud positiva que claramente te lleva a cumplir objetivos en tiempo y forma.

The responsibility to offer support is not limited to people leaders. Support is ideally offered through the team - for the team, to help each other when navigating through Change. Build and foster psychological safety and trust are things where everyone can and should contribute to.

Your team will often have people who have more expertise than you have so your team should be encouraged to bring ideas that will enhance the process. This may mean a slightly different road map to the end product / result but it shouldn’t derail the project / programme. When your teams ideas are adopted they feel much more a part of the solution, it creates an improved dynamic and likely higher performance and productivity.

By encouraging feedback we create a buy in and for teams to feel part of the decision for change too. Also many times during such discussions we can find better solutions for handling the change and making it a success as the teams inputs are view are ground feedback also.

Y aconsejo siempre con humildad ser el primero en pedir retroalimentación. Hay que dar el ejemplo. Una buena retroalimentación aunque dura es la mejor forma de crecer y hacer crecer a tu equipo. Nadie es perfecto y tampoco nadie es capaz de verse a si mismo. Con valor a reconocer las oportunidades de mejora y adelante.

Encouraging feedback throughout the change process allows for continuous improvement and demonstrates that the leadership values employee input. Creating an environment where team members can voice their thoughts and suggestions helps identify potential issues early and fosters a culture of collaboration and inclusivity.

At the times of change, teams might get under stress. Even if you try to encourage feedback, you rarely get it. Because people do not own the change and they fear if they provide any feedback, that will be used against them throughout the change process. Making sure that nobody is being criticised for the feedback and communicating this openly all the time is the most crucial part of change management.

As the leader- change starts with you. You can talk the talk and say all the flashy catch-phrases for change but your team will be able to see if you’re truly all-in by your actions. Consider yourself in a glass bowl if you’re leading change. Everyone is watching…you make one wrong move or say the wrong thing, that could cost you any forward momentum.

Leaders - and direct managers in particular- are the single most influential persons in an employment relationship. They drive 70% of employee engagement therefore walking the talk i.e. leading by example is a leader’s key influencing technique during change. Staying authentic during the process is key - do not fake too much enthusiasm when changes aren’t positive, nor side with the grumbling employees as an attempt for gaining their sympathy. Leaders and managers have a responsibility to manage themselves: they must go through their own change curves before successfully leading others to be able to deliver the envisioned change outcomes.

In order to convey your thoughts & ideas towards benefits of change, you have to lead by example, which is the best possible thing to turn passive & neutral supporter to convey their thoughts, which eventually may hit active & passive resistors. Be Enthusiastic: Your own enthusiasm for the change is contagious. Demonstrate your commitment and belief in the positive outcomes. Embrace the Change: Be a role model for adapting to the new way of working. Be open to learning new things and demonstrating the desired behaviors. Be Patient and Persistent: Change takes time. Be patient with yourself and your team, and celebrate even small wins along the way.

There is no more effective strategy than understanding, therefore forging the law of diffusion. If you build it, they will come. The truth is, haters are gonna hate. Those who are excited from the get go are your greatest gift, keep them engaged through collaborations, excitement is infectious, and patience truly is a virtue. ?

As a change leader, one has to be equipped with many skills. However we should remember that we also need support. Change comes in many ways. Some are transactional, some are transformational, some are transitional. Leaders are humans too. Being a role model requires a lot of effort in order not to drop the ball, energy, belief etc. We got to find time to reflect with trusted leaders we know of what and how we do, take time to rejuvenate and refresh. Wellbeing of the leader(s) is critical to the success of change.

I consider organizational change communications to be very often way too top-down. The most successful communication I've structured with my clients always alternated the voice of the leader as top-down presentation with co-construction moments where the team can appropriate the changes, immerse themselves in the target operating model, and deep-dive on specific challenges the new organization creates that they will solve much better knowing their daily activities than the headquarters or the consultants who worked on the TOM

Change is an iterative process and needs openness to embark upon, humility to know that one doesn't know it all as well, and the ability to build trust within teams while being able to communicate the vision consistently throughout the journey. It is also important to re-calibrate when the context changes and there should be no shame to redraw the maps and priorities when the situation warrants it. The whole point of the change is the "journey" - the destination is usually an outcome of the context and today's actions.

Leaders with demonstrated change management skills embrace uncertainty, learn and pivot, and most importantly translate each learning experience into an insight that is meaningful for everyone impacted, so everybody learns and familiarises with the upcoming change. Tayloring the messages to the audience and deliver effective communication (different depth, detail levels and a variety of media) is the most important skill to drive change. If the stakeholder map is carefully crafted and the communication strategy synchronised with the transformation audience, then visible results follow. Tip: visible results, on previous projects, or in other roles, are critical to trust someone advising about change management.

Change comes in all sizes. BIG "C", little "c" and everything in between. I think it's too easy to focus exclusively on BIG "C". I think we should be more conscious and deliberate about how we approached smaller change so that we create a habit makes addressing change more natural.? These smaller actions are seen by more people. Strong impressions and a reputation are built not only by BIG events, but sheer repetition over time. This is especially important because we tend to revert to old habits when changes gets hard and our stress levels rise. Repetition is practice. Practice makes us better, more consistent and more confident, which gets us ready for the next BIG GAME "C".