What are the most effective ways to maintain executive focus during change management?

The most crucial factor in change management is ensuring clarity for each team member. Clear communication about the objectives, expectations, and reasons behind the change is essential. Simultaneously, leaders must display emotional intelligence, recognizing and understanding the emotions of the team. Change management often triggers resistance, and leaders need to navigate this with empathy and adaptability. Executives can effectively maintain focus during change management by being aware of the emotional needs of the team, maintaining an atmosphere of open communication, and giving clear direction.

Constantly asking about the purpose and keeping the focus on benefits is the best way to ensure focus on the vision and objectives, even if it is from senior management.

"Define your vision on multiple time dimensions" This was advice I've been given during my own corporate career, and it was immensely helpful. It gave me a mental structure to define what change means from the perspective of, for example, 2 years, 1 year, 6 months, 3 months, 1 month, or even next week. The crucial thing then was to describe the expected change at each of those time dimensions in present tense and give people a visceral understanding of what life. It takes things from the vague to the very concrete. When we say things like, "In 6 months, our typical day will look like this..." And then you explain the details that resonate with your audience, it builds motivation, understanding, and empathy for the future self.

If we eager to maintain the long-lastong sustainable focus, the alignment between the personal and organizational goals, values and vision is essential. It is valuable to analyse the value of change from different levels: What the value this change will create for you personally? For your team? Organization? Could it create even the value for community?

There are some great tools and frameworks out there that can help you manage change as a process, giving you the building blocks you need to strategy your change journey. Change is a journey with no end-destination. Often when a three year change program ends, a new one with a different name and objective has started. Same journey, different name. What is often omitted in change management program is the focus on sustainable implementation. How are you going to generate enough energy within your people, to continue the journey of change? Change fatigue is real, and impacts your change management process in a negative way.

A change management plan without a stakeholder engagement action plan is like Batman flying around in the dark, even if Batman is quite skilled in his eyesight navigating dangerous terrain without light! The problem is that you need people to implement your change, and you want to influence them not control them into compliance so it is sustainable. You want to shed light on the aspects of change that you are not aware off, so you are prepared and equipped with the skills needed to manoeuvre the unforeseen, the obstacles and challenge. Having a plan is half the battle!

En mi perspectiva, el segundo paso crucial para mantener mi enfoque ejecutivo durante la gestión del cambio implica priorizar tareas y delegar responsabilidades. Dada la complejidad de las tareas relacionadas con el cambio, es esencial reconocer que no puedo abordarlo todo personalmente ni debería intentarlo. Identificar las tareas críticas que requieren mi experiencia y delegar el resto al equipo y otras partes interesadas es clave. Esta estrategia no solo previene el agobio y el agotamiento, sino que también me permite concentrarme en las tareas que generan mayor valor para el proceso de cambio.

Even more than delegating to get help, start with simple prioritization to create mindless focus: eliminate most anything possible (or simply delay it), so you have less distractions. The easiest way to retain focus during a long effort is to put in the effort ahead of time to avoid most things that can seep in with time and rob your attention.

Un ejecutivo debe entender que su puesto está asociado a la SOLEDAD y a la INCERTIDUMBRE. Algunas herramientas para gestionarlo: 1.- BUSCAR UN SANTUARIO para reunirse consigo mismo 2.- MEDITACIóN 3.- BUSCAR UNO O DOS CONFIDENTES 4.- ENTENDER QUE EL MUNDI ES IMPERFECTO Y QUE SOMOS SERES FRáGILES 5.- CONEXIóN SOCIAL 6.- GRATITUD 7.- DORMIR Y HACER EJERCICIO

As you manage your stress and emotions, it is important to identify your triggers, the circumstances/situations that exasperate you most. I often ask my coaching clients to journal and keep a log of when they feel emotional and stressed out. Once they have a greater awareness of their triggers, we can co-create a strategy plan to better manage them so they can effectively maintain their focus on the desired outcome.

When a company is going through some sort of transformation or change management process, it is common to have a clear vision and communication plan in place. But what is often missing is the emotional and psychological support needed to help employees practically navigate rapid change and growth. I have found success in bringing a curriculum into companies going through the change management process that supports employees with the practical tools and frameworks needed to adapt to change.

I love the Kubler-Ross model which is designed to show the emotional stages people feel during a state of grief and loss. Change also represents loss. Letting go of what feels familiar, what we are used doing and what takes minimal effort because we have been doing it for so long. Instead, we now venture into the unknown, requiring letting go and feeling the loss of what was. This process is psychological process that comes with different emotions in different intensity levels. As an executive, if you understand the emotional impact of change within people, now you can manage the resistance and reduce their stress levels while guiding them through the change.

Otro soporte importante es tener presente las nuevas oportunidades que se abren con el cambio, la teoría de la U de Otto Scharmer

I totally agree with this and I believe through my experience the putting team in positively affects the spirits and helps in stress relief for the team & the head as well

Direkte, regelm??ige, quantitative und qualitative Feedbacks von Mitarbeitenden an der Basis ist erfahrungsgem?? in Change-Prozessen sehr wichtig, da das mittlere Management oft "gesch?nte" Informationen nach oben weitergibt im Sinne der "Melonen-Ampel": Au?en grün, innen rot. Grün bedeutet sinngem?? "alles l?uft nach Plan". Grün wird vorschnell in Organisationen gemeldet, die eine schwache Fehlerkultur haben, da dort oft gedacht wird, wenn es ein Problem gibt (also nicht-grün gemeldet werden muss), liegt die "Schuld" beim meldenden Mittel-Manager. Da schuldig sein mit Scham behaftet ist und sanktioniert wird, unterbleibt oftmals die frühe Intervention zur Fehlerkorrektur, was oft zus?tzlich die bestehende Problematik verschlimmert.

El cuarto paso crucial para mantener el enfoque ejecutivo durante la gestión del cambio implica solicitar retroalimentación y respaldo. Dado que la gestión del cambio es un proceso dinámico e incierto que exige una adaptación constante, es esencial buscar comentarios de diversas fuentes, como el equipo, clientes, colegas y mentores. Utilizar estas opiniones para mejorar estrategias, acciones y resultados resulta fundamental. Además, es importante buscar respaldo en la red de apoyo, que puede incluir familiares, amigos, colegas o un coach, para superar desafíos, celebrar éxitos y mantener una motivación constante.

Las actitudes y emociones positivas incrementan la productividad y el enfoque, hacer un análisis constante del progreso (puntos de control) y celebrar los avances tiene mucho poder pues genera en nosotros una automotivación que pueden generar momentos de plenitud. ?Que mejor manera de vivir que disfrutar lo que hacemos!

As an executive team your commitment to learning is crucial for the change effort. Moreover, your commitment to establish learning within your team during and after the change process is crucial for spreading the new ways of working in the organization.

Life is a journey marked by changes, and being attached solely on achieving goals can lead to stress, as these outcomes are external and beyond our control. The thing that is within our control is the process of going through these changes. When actively engaged in the process, attention is directed towards the details, and personal transformation occurs along the way. Being conscious and fully present in each moment of change demands effort, yet it pays off. Maintaining awareness of the ongoing process, rather than getting entangled with specific goals, enables an stress-free and empowered state, ensuring you stay in control throughout the journey.

Establish clear communication channels to keep the executive team informed and engaged throughout the change process. Transparent and consistent updates promote alignment with the vision, mitigate uncertainties, and reinforce the collective commitment to navigating change successfully.

As the executive, you could think about any other person, who would be excited about your success. How this person could help you to maintain the focus during the change or increase your accountability? How could you invite your team members or partners to actively participate in the process of change?

Change management is like any other project. It is like executing any other skill you have. So treat out like that. DOn't make a big deal of it in your or other's head. Once the project is underway, it needs to be treated like you would with another goal. So maintain executive focus through Tracking progress Assessing completion rates Taking corrective actions Putting things back on course and Celebrate small milestones - Most Important !

Regelm??ige, engmaschige Feedbackschleifen zum Beispiel mit regelm??igen Puls-Check-Befragungen halten dem Management immer wieder vor Augen, wo die Mannschaft im Change-Prozess gerade steht und welches aktuell jeweils die gr??ten Herausforderungen in den Unternehmensbereichen sind. Zus?tzliche pers?nliche Dialog-Formate wie zum Beispiel zweiw?chentliche Town-Hall-Meetings, in Pr?senz oder virtuell, mit vorher eingereichten Fragen der Belegschaft sichern einen direkten Zugang aller Mitarbeitenden zum Top-Management. Dies ist besonders wichtig, da mittlere Führungsebenen oftmals besch?nigende Statusmeldungen nach oben senden.