To facilitate inclusivity and collaboration the people must know they are needed and play an important and meaningful role. If one waits until there is a shift to facilitate the mentioned, the same does not understand leadership. If the leader facilitated the context all along, not only will the talent believe, but excel during the shift. While leading an entity as part of one of the largest organizations in the world, there was such a shift. During a reorganization, there was a critical need to manage a significant portion of global communications, over 70,000 per day, along with other critical functions. The organization not only made the shift but excelled, and contributed input while maintaining an extraordinary 99.8% reliability rate.

Organizational shifts can be challenging, but they’re also an opportunity to build stronger teams. Start by clearly communicating the new vision and how each team member’s role aligns with it. Foster inclusivity by creating spaces for open dialogue—listen to concerns, ideas, and perspectives. Collaboration thrives when trust is built, so ensure transparency and empower individuals to contribute. Remember, people support what they help create. Make them co-architects of the change, and you’ll cultivate a unified team ready to embrace the future together.

To ensure inclusivity and collaboration during an organisational shift, start by clearly communicating the vision and goals behind the change. Involve employees early by gathering feedback and making them part of the process. Offer training and support to help them adapt. Encourage cross-functional teamwork and open communication, and lead by example with inclusive behavior. Finally, recognise and celebrate contributions to keep the team motivated and united.

When your team is facing a major organizational shift, communication is your most powerful tool. Remember communication has two parts; communicating and listening. When you listen to your team you can gain insight on their suggestions and their fears. If you dont communicate and they are left in the dark, people have the tendency to think the worst. When they are in that head space they become less productive. I am from the school of thought that it is better to over communicate. Some people dont like to listen because they are uncomfortable with what they hear. If you want collaboration you must be open to having the uncomfortable conversations which can help your team process the change.

Clearly articulate the reasons for the shift, its potential impact, and the expected outcomes. Create forums (e.g., town halls, focus groups, anonymous surveys) for employees to share concerns, ideas, and feedback. Form committees representing various departments, levels, and demographics to provide input on the transition process. Actively invite contributions from groups often overlooked to ensure their concerns are addressed. Train leaders to check in with their teams individually to build trust.