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How can you lead change in sports and fitness organizations?

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Change is inevitable in sports and fitness organizations, whether it is driven by external factors, such as market trends, customer preferences, or regulations, or by internal factors, such as strategy, innovation, or culture. However, change can also be challenging, as it may encounter resistance, confusion, or fear among the stakeholders involved. Therefore, leading change effectively requires a set of skills and strategies that can help you communicate, engage, and empower your team, your clients, and your partners. In this article, we will explore some of the key aspects of change management in sports and fitness organizations, and how you can apply them to your own context.

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Francesco Pavone

Global Quality Manager | Certified: Lean Six Sigma Black Belt, Auditor/Lead Auditor & Quality Manager ISO 9001
Montserrat Ventosa Garcia Morato

Reimagining Workplaces | Championing Mental Wellbeing, Cultural Transformation & Talent Flourishing | PhD Researcher…

1 Assess the need for change

The first step in leading change is to understand why it is necessary, and what are the goals and benefits of the change. You need to conduct a thorough analysis of the current situation, the desired future state, and the gap between them. You also need to identify the drivers and barriers of change, the risks and opportunities, and the stakeholders and their interests. This will help you define the scope, scale, and urgency of the change, and align it with your vision and mission.

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Francesco Pavone

Global Quality Manager | Certified: Lean Six Sigma Black Belt, Auditor/Lead Auditor & Quality Manager ISO 9001
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In sport, as in any industry, change is constant. Administrators and leaders, whether they be in sports clubs, schools, regional or national organisations, must be able to manage and lead change effectively in order to keep their organisations and communities moving forward. In particular, leading and managing change has become super important: -Establish a sense of urgency -Form a powerful guiding coalition -Create a vision for change -Communicate the vision -Empower others to act -Empower others to act on the vision -Create short term wins -Build on the momentum -Institutionalise the change

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2 Develop a change plan

The next step is to design a change plan that outlines the actions, resources, and timelines needed to implement the change. You need to consider the different phases of the change process, such as preparation, launch, execution, and evaluation, and define the roles and responsibilities of each team member. You also need to establish the measures and indicators that will help you monitor and evaluate the progress and impact of the change. A change plan will help you create a clear and realistic roadmap for the change, and communicate it effectively to your team and other stakeholders.

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Rajesh Pooppotte

Program Leadership | Business Analysis | Product Management | Data & Analytics | Transformation
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One thing I have found helpful is to study stakeholder impact. It is essential to understand how we are going to implement the change and then what we are planning to do.

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3 Build a change coalition

The third step is to build a change coalition that consists of the people who will support, influence, and execute the change. You need to identify the key players who have the authority, expertise, or credibility to champion the change, and enlist their commitment and involvement. You also need to engage with the potential resistors who may have concerns or objections to the change, and address their issues and expectations. A change coalition will help you create a positive and collaborative culture for the change, and leverage the diverse perspectives and skills of your team.

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Montserrat Ventosa Garcia Morato

Reimagining Workplaces | Championing Mental Wellbeing, Cultural Transformation & Talent Flourishing | PhD Researcher Exploring Stress & Prosperity | Social Entrepreneur & Lecturer
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If is a winner ?? practice to navigate change is to build a coalition, a team that shares the responsibility to pollinate the shift and mobilises the energy to make shift happen. The more the merrier, when it comes to build a sense of We are all in this together instead of the us against them, that often occurs when for instance a team of consultants are hired to do the change : that puts the breaks to change

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4 Communicate the change vision

The fourth step is to communicate the change vision that articulates the purpose, direction, and value of the change. You need to craft a compelling and inspiring message that appeals to the emotions and logic of your audience, and conveys the benefits and opportunities of the change. You also need to choose the appropriate channels and methods to deliver your message, such as meetings, newsletters, social media, or events, and tailor it to the different needs and preferences of your stakeholders. A change vision will help you create a shared understanding and ownership of the change, and motivate your team and other stakeholders to embrace it.

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5 Empower the change agents

The fifth step is to empower the change agents who are the people who will implement and sustain the change. You need to provide them with the necessary resources, tools, and training to perform their tasks and overcome any challenges. You also need to create a supportive and empowering environment that encourages creativity, innovation, and learning, and rewards and recognizes their achievements and contributions. Empowering the change agents will help you create a high-performing and adaptable team, and foster a culture of continuous improvement and excellence.

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6 Manage the change transition

The sixth step is to manage the change transition that involves the shifts and adjustments that occur during and after the change. You need to anticipate and plan for the possible reactions and responses of your team and other stakeholders, such as excitement, anxiety, frustration, or resistance, and provide them with the appropriate support and guidance. You also need to monitor and evaluate the outcomes and impacts of the change, and collect and analyze the feedback and data. Managing the change transition will help you ensure the smooth and successful implementation of the change, and identify and address any gaps or issues that may arise.

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Florencia Donato

Colaboradora
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La resistencia al cambio puede basarse en el miedo a un nuevo estado de cosas desconocido y a la percepción de una amenaza a la identidad (rol, status) actual de la persona. Es importante trabajar las creencias subyacentes y la imagen de sí de las personas para que puedan visualizarse en la nueva realidad que se propone construir. Mantener conversaciones francas acerca de las nuevas aptitudes que se requerirán y de qué formas la organización y los líderes pueden apoyar a las personas para que las desarrollen. Ser claros respecto de las acciones concretas que el cambio necesita puede contribuir a disminuir la incertidumbre y la ansiedad de las personas.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you lead change in sports and fitness organizations?

1

2

3

4

5

6

7

1 Assess the need for change

2 Develop a change plan

3 Build a change coalition

4 Communicate the change vision

5 Empower the change agents

6 Manage the change transition

7 Here’s what else to consider

Change Management

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How can you lead change in sports and fitness organizations?

1

2

3

4

5

6

7

1 Assess the need for change

2 Develop a change plan

3 Build a change coalition

4 Communicate the change vision

5 Empower the change agents

6 Manage the change transition

7 Here’s what else to consider

Change Management

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