In addition to the above mentioned points, the emotional side is not to be underestimated. When we name our emotions, it leads us from the emotional response from an internal state (which is harder to describe) to the outside the person. Once feelings are out in the open they can be worked through. Naming the fear, frustration, or anxiety that might be present can help staff members to digest them faster. Try saying: “I’m noticing there might be some anxiety or concern about this change,” to help open up the conversation. You give therefore permission to staff to also name their feelings about the change, which ultimately helps to give those emotions less power to affect them. They will often be less resistant.

Change is always happening all around us in all facets of our life. Some of it is good and some of it is not. My first instinct is to fear the change and be resistant to it - especially when I'm not the one making the change. However, I immediately dismiss those thoughts and change my mindset to realize that without change there is no growth and progress. I make a conscious choice to embrace the change and not remain stagnant. Plus I remind myself that more often than not - in the end - the change usually winds up being for the best.

? Clearly and frequently communicate the reasons for the change, the benefits, and how it will impact employees. ? Let employees initiate conversations and participate in planning. Their thoughts, concerns, and suggestions can help identify the root of resistance and steer the change project. ? Help employees work through their feelings by naming them. ? Before the project launches, identify likely sources of resistance and objections. ? Trust is a vital tool for running a successful business. ? Consider your employees' perspective and design your change strategy with their adoption and implementation in mind. ? Provide resources, change management tools, knowledge bases, and training.