Que faites-vous si votre organisation subit des changements importants et que vous occupez un poste de direction ?

As a leader during significant organizational change, you must prioritize communication, transparency, and empathy. Clearly articulate the vision, rationale, and impact of the changes to foster understanding and buy-in. Engage employees by soliciting feedback, addressing concerns, and providing support. Lead by example (very important and cannot be overemphasized), remaining adaptable and resilient in navigating the transition while maintaining a focus on the organization's goals and values.

A leader's positive attitude is valuable, but involving teams in choosing the direction of change is crucial. This active, genuine, involvement, supported by a democratic governance structure, ensures teams feel respected and trusted. In turn, this will empower them to embrace the change process, rather than feeling marginalised or, worse, seen as obstacles.

Driving change towards a state which is better than what it is today is part of leadership responsibility. That's what a true leader looks for and the better state could be for its people, business and customers. Since people are at the core of what we do as a business, it is important as a leader to be able to see through the impact the change is going to have on its people and tackle it through more communication, more opportunities for people to speak up and provide regular feedback on the status of the change, so that they can understand, support, be part of it and make it successful at the end for the business and customers! But Change is always difficult and that's the reason the leader's role is exciting and challenging!

People experience change as a form of loss so reactions can be similar to processing grief - people move through the acceptance curve at different paces. Let go of trying to drive people. Create space for them to contribute ideas and express feelings. Balance psychological safety with accountability: Help people, including yourself – get comfortable with being uncomfortable to promote appropriate experimentation, risk-taking and learning. Be Neuro Intelligent: Create conditions that activate reward circuits in people’s brains and minimize fight, flight or freeze reactions. Help people tap into the positive difference change will make. Be mindful of the stress you put on others and yourself. Build in opportunities for renewal.

Last year, we merged diverse teams to form a "special force" project. To navigate this transition, we initiated transparent communication, like all-hands to explain the merger's rationale, anticipated challenges, and its impact. Despite initial resistance, this fostered trust. Emphasizing adaptability and a growth mindset became central, with activities like hackathons showcasing the merger's benefits, including wider skills and innovation. The executive team stressed the importance of agility & resilience. To support our staff through these changes, we offered office hours for concerns. Leading by example, acknowledging our vulnerabilities, and being quick to correct mistakes, proved crucial in building trust across the organization.

Leading through significant organizational change involves transparent communication, active listening, and providing support to alleviate concerns. As a leader, it's crucial to lead by example, embracing the change yourself and empowering your team to be part of the process. Managing resistance, celebrating successes, and staying flexible are essential strategies to navigate challenges effectively. By fostering a culture of continuous improvement and seeking feedback, you can ensure that the organization adapts successfully to change while maintaining morale and productivity.

First and foremost - listen, learn, and understand the why behind the significant change so that you can effectively communicate to your team. Secondly, be positive. Do not fake positivity - but be compassionate, empathetic, and confidently optimistic.

Change is chance. That’s how I see change. Whether you like it or not, we are all subject to change, sometimes the change managers and some times the change recipients. Whatever the case it’s important to see all possibilities of the change and to not only dwell on the negatives. Clear and respectful communication, empathy and listening are needed to be sensitive how the change may land. Within the message clarity should be provided in alternatives. It’s better to ride the winds of change rather than resist as sometimes it’s impossible to influence and you will lose energy in the fight. Remember change is chance.

Major change in any organisation is guaranteed to bring fear and uncertainty, unless the strategy, vision and need for change is clearly communicated and understood. As such, it’s imperative that all leaders are able to effectively communicate the reason for the change, what it will involve and why people should look to quickly adapt to the change with positive intent. This is easier said than done, but there are some things that will aid and ease the change transformation and the communication. - Transparency. Be open and honest regarding the need for change. - Set the vision of what the change will be bring. - Explain why employees need to adapt and be part of the change. - Conduct any change with positive intent. - Lead with passion.

A Leader's magic power is in Communication! It is important to bring the team with us to embrace change and work out a plan through effective communication. As they say, communication is not just saying things but also able to convey in a manner that is appropriate to the culture of the organization. No one is better equipped to know the organization culture than the one leading it! The leaders have to be passionate and objective in such communication so the teams can understand the impact of change and adapt accordingly.

Continuous Communication is key in times of significant change. Good Communication comes from empathy and empathetic leaders understand what and how best to communicate. Good leaders are known to harness change to propel forward and garner support and positive attention to their strategy, through effective communication. Communication does not mean long speeches or emails. In case of Churchill, a simple 'V for victory' became a globally iconic sign in the most turbulent war ravaged times. It gravitated support and became a rallying emblem for the oppressed, raising morales across the world. Simplicity and empathy are therefore central to communication in times of change.

George Bernard Shaw: "The single biggest problem in communication is the illusion that it has taken place." In the digital age, where face-to-face interaction may not always be feasible, mastering the art of written communication is as important as verbal. It's crucial to craft messages that are not only clear and concise but also empathetic and tailored to the audience. Every email, message, and document is a reflection of leadership and can either build or erode the fabric of organizational culture.

Communicate, communicate clearly, over communicate and allow team members to communicate with you directly and anonymously via feedback forms. When org undergoes significant changes, team members are looking forward for authentic conversations. They would like to know the following clearly. What are we up to ? Why are we doing what we doing? What happens if the new things don't work out? What will happen to them ? Are team members at risk? How does these new changes impact their growth? While communicating, be clear, concise and if you do not know an answer then admit that. Team members like genuine and authentic conversations.

As an experienced "Turn Around Specialist" I have experienced this very thing many times and it always starts with CLEARLY communicating your expectations as the leader. First, I very clearly explain who I am and what I am about. I then establish what my expectations are for the organization, the team, and for each person individually. I then make it very clear that not everyone is going to be comfortable with this new direction, and that is OK so if they decide not to participate, we wish them the best. However, for those who are excited about the future, I let them know that agreement is not a requirement, but execution of the plan is! Lastly comes accountability...The leader must be unwavering in establishing a new culture and direction.

Stellar change / transformation leadership is a process where leaders engage with and influence others to achieve strategic and 'step-change' outcomes. To do this they need to pay attention to a broad set of stakeholder's needs, raise a team's motivation, provide a framework for extraordinary decisions and remain ruthlessly focused on the outcomes. In so doing, leaders can create a significant shift within people and organisations. Communication is key, however diplomacy is paramount!

Transparent communication is paramount during times of significant change. Keep your team informed about the reasons behind the change, its potential impact, and the strategies being implemented to address it. Encourage open dialogue and provide opportunities for team members to ask questions and share their concerns.

Leading Change management during ambiguity is the single most important leadership trait that will drive the future of organisations. Situational leadership and service leadership based on empathy, clarity of vision and values of the organisation will be the need of the hour. In such times there is nothing like over communication at regular intervals. It will help the organisation understand and adapt to the change. When the WHY becomes clear,the HOW becomes easy. Investment in talent retention and employee engagement sends out the right signals to larger teams and builds trust and confidence in the leadership and the organisation. Lastly,in times of change,small wins also matter and should be acknowledged to build confidence of the teams.

Include colleagues at various levels on your communication strategy team. Their input is vital to ensure the message is disseminated in a way that rings true to each group.

Leader’s role is to be Strategic in Co-creating & getting teams to Operationalise Change implementation. Strategy by definition is Uncertain and could fail. In this VUCA world the leader’s ability to be & build resilient Teams becomes a mandate. Planning appropriately yet being ok to fail and get up quickly to move on and ahead becomes an important trait for an AGILE leader. Identifying once own limiting belief and dealing with before helping others to deal with theirs becomes an essential for a leader to stay resilient. Identifying one’s own biases and helping the teams see their’s to build an inclusive organisation that is a Safe Space to experiment is a pre-requisite for a leader to be and build a resilient team & organisation.

Sometimes it’s ok to let the team members take their time to adapt to the changes made. Meanwhile engage them while making any decision. Address differences in opinions and how these differences are perceived by others

Resilience is to "bounce forward not bounce back", an ability to cope up with crisis/adversity to a calm state effectively and efficiently. We build resilience through- Physical fitness, Sleep need, Mindfulness/present awareness, Tactical calm and Empathy

Change can be challenging, but resilience is key to overcoming obstacles and thriving in times of uncertainty. Foster a culture of resilience within your team by acknowledging the difficulties of change while emphasizing the opportunities it presents for growth and innovation. Encourage resilience-building practices such as self-care, problem-solving, and maintaining a positive outlook.

Change takes time and effort. It's essential to acknowledge and celebrate even small milestones and the people involved. Recognizing these achievements builds trust, pride, and confidence within the team.

Change is hard, and resilience is vital as the team transitions. Take time to help them understand that things being tough is OK, and to recognise the areas that cause most stress. The “Stress Bucket” concept is great for this. Then help the team develop strategies for handling the stress, be it mindfulness, meditation, or something else, they need to know that coping mechanisms are important and acceptable in the workplace. Team exercises or individual 1-1s can be used to explore the best approaches. Keep communicating, keep checking in, and make sure there are peer networks as well as leadership outreach options so there is always someone to talk to.

Change demands resilience. A software firm, facing market shifts, embraced diversification, thriving through adaptation. In a manufacturing company hit by supply disruptions, transparency and collaboration fortified resilience, fostering trust. These examples highlight resilience as more than bouncing back; it's about leveraging challenges for growth. As leaders, it's crucial to equip teams with support and cultivate a culture where resilience is celebrated, ensuring emergence from change stronger than before.

Lead from front and show your team on how resilient you are and also bring the early change adapters and mid change adapters to act as ambassadors for you to bring the rest or majority of your team for the change. Share your stories of resilience and change management and be inspirational!

In the wild world of business, change is like that unpredictable weather—you never quite know what's coming next! But fear not. Building a resilient culture within your organization is like donning a sturdy raincoat. Encourage your team to tackle challenges head-on, seeing them not as hurdles but as opportunities for growth. Be the support system they need to adapt, thrive, and come out even stronger on the other side. Remember, resilience isn't just about bouncing back; it's about bouncing forward with gusto. Lead by example, showing resilience in every action and decision, and create an environment where resilience is recognized and celebrated. That puts you in a great position to ride the waves of change and emerge victorious.

Builder resilience is akin to convincing a newbie how easy it is to perform a task. A leader must show interest to changes and also adopt means to overcome challenges. It is important for a leader to use Illustrative storyline for team members to see how changes can be adopted and used for our advantage. A leader must take the positive aspect of a change, see the opportunities and also a learning phase for the team. Resilience in an ever changing environment is being able to focus on things you can control and which can be processed with team, this way, you are able to quickly mitigate redundancy, anxiety and fear from your team structured.

Develop a clear plan for navigating the organizational change and achieving desired outcomes. Set achievable goals, establish timelines, and allocate resources effectively. As a leader, your strategic vision will guide your team through the transition, ensuring that everyone is aligned and working towards common objectives.

Leader or leaders of the organization are the strategy builders and decision makers of it. They should foresee and plan all the vision and missions of the organization regarding long-term objectives. 21st century is what I call extreme flux situation. Changes flow through innovative technology and the environment which surrounds your organization. So embracing change is inevitable. To make it less harder and acceptable, you as a leader in cooperation with other managers and stakeholders should strengthen the changing power and lessen the resisting forces throughout organization. It's all about you as a strategic leader to lead the process.

Planning the change strategy is very critical for success. Elements like time frame of change, guiding/leading team, create a communication framework of yesterday, today and tomorrow, recognize and appreciate small quick gains, enable more people to accept change, demonstrate success stories and formalize with a corporate culture of change are some strategic interventions a Leader can do.

Change generally comes with a lot of resistance, especially when it's a big one. Strategically plan the Change is key to its adaptability and success. A leader would need to look at the short term and long term impacts of the Change, well plan the timing of Change, create Change management policy, communicate the change and it's possible impact clearly, be the flag bearer of good and bad aspects of the change, and be the guiding light for possible confusions and dilemma of people- so to strive the Change to its ultimate success of its acceptance.

The dynamic world of business is one of perpetual change. Organisations require visionary leaders who can guide them through turbulent times by coordinating short- and long-term goals. It is essential to engage stakeholders, plan strategically, and be flexible. Adopting a flexible approach guarantees adaptability to changing conditions. It is imperative for leaders to bravely welcome change, cultivate adaptability, and steer towards a future brimming with prospects and expansion.

Planning occurs in layers. First, you need to consider what the changes may mean for your staff and clients, at a high-level. Then you want to define the parameters as much as possible while including the first one to three steps to make the change happen, with an acknowledgment that more details need follow. The appropriate members of the team need to help put more content to the context. Everyone should understand the skeleton of the plan with a little bit of the meat on the bones, while leaving it unfinished for the appropriate people to design, develop, and deploy the change strategically.

Share the Plan through the below methodology: Why we are doing?; What we are doing ? and How we are doing? Share the milestones and the support system that the team will have during the course of the change. Be prepared for deeper change curve and get the tools and resources in place to reduce the depth of the change curve as high as possible.

One gap I see often within organisations is when leaders do not invest time in helping their teams and senior stakeholders to understand the ‘project economics’, including the scale of ambition and the benefits evidence trail that will be needed. This is crucial to a high degree of delivery certainty.

Strategic planning in the face of change is about foresight, flexibility, and focus. It requires leaders to anticipate future trends and challenges, adapt strategies accordingly, and maintain a clear focus on long-term goals. Effective planning involves setting actionable objectives, allocating resources wisely, and measuring progress to adjust the course as needed. By adopting a strategic approach, leaders can guide their organizations through change with purpose and precision. It ensures that every decision is aligned with the broader vision, maximizing opportunities for growth and minimizing the impact of unforeseen hurdles.

In a leadership role during big changes, plan carefully by setting clear goals, involving everyone, and preparing for possible obstacles. This helps keep the organization on track and ready for whatever comes its way.

Change is inevitable. Empowering teams to understand the Why- What-How and When matters the most for a smoother transition. Intent has to be cascaded in a Top down approach till the lowest level for change to be effectively implemented.

As a leader, it’s vital for me to empower my team members to adapt to the changes effectively. For example, when we were transitioning all our digital operations to a new software platform, I ensured that everyone had access to comprehensive training sessions and resources tailored to their specific roles. Additionally, I encouraged open communication and feedback channels, allowing team members to voice their concerns and suggestions throughout the transition process. By fostering a supportive environment and providing the necessary tools and guidance, we successfully navigated the change, with each team member feeling empowered to contribute to the transition’s success.

Empower your team members to take ownership of their roles and contribute to the change process. Delegate responsibilities appropriately, provide opportunities for skill development, and recognize and celebrate achievements along the way. By empowering others, you foster a sense of ownership and commitment that drives collective success.

Team leader has to lead by example and help each member to set goals that are realistic. They are going to need all the tools necessary and should be given training that will keep them in the game and an avenue to become the trendsetters when change takes place.

During big changes, as a leader, empower your team by giving them responsibilities and support to adapt and succeed in the new situation.

Reward and appreciate team members in regular intervals, who are contributing significantly towards the change. Delegate authority and make your team members take charge of the change, once they will see results, they will get more enthusiast and will increase the speed in getting the change implemented at the earliest

Empowering others is about letting go so others can get going. My strategies while dealing with resistance...do not fight it, join it. Engage people in the process of designing change and help and support people to develop a reinvention mindset.

What worked for 100+ years is out! In the era of corporate culture management to specifications and following protocol ruled the day. Now that an end has come to working inside the box or cubicle, empowerment is a must. The most important, transferable skill now is the ability to learn on your own and apply what you’ve learned, and then adapt, according to how things work out.

Empowering others stands as a testament to a leadership philosophy that cultivates trust, fosters innovation, and unlocks the full potential of every team member. This approach hinges on delegating meaningful responsibilities, providing the necessary resources and support for success, and encouraging autonomy within the framework of the organization's goals. Leaders who empower their teams instill a sense of ownership and accountability, driving individuals to excel and contribute their best. By valuing and acting upon the diverse ideas and strengths of their team, such leaders not only accelerate the organization's progress but also build a more engaged and motivated workforce.

Our inherent adaptability is key to human progress, but change itself can be a jolting ride. Leaders who excel understand this. They focus not just on what changes, but on how to implement them with empathy at the core. Crystal-clear communication and genuine care for everyone impacted are crucial for successful implementation.

I would summarize it with three words: clarity, transparency and empathy. Clearly communicate the changes but also the reasons why it’s necessary and the desired outcome; share as much info as possible, don’t hide the truth; lastly and most importantly: listen to the concerns and address it with genuine interest and care, be there for your people, help them navigate the change successfully.

The reality is, if you have a healthy culture and capable, empowered leadership your organization can weather enormous change and come out the other side stronger for having done so. When staff feel disrespected, invisible, and unsupported they resist even positive change. Every issue- every single issue- is a leadership issue.

Honest, Transparent and accountable team/leader will create a great culture of embracing a change courageously. Establish the goals, milestones and boundaries will not only give directions to your team but also make them understand where they need to go that will motivate them to start at first place. of course, you need to have an accelerator through milestone rewards and recognition program to drive the change.

Do not focus on change, focus on people… They need support, a lot of information, and they need to feel that you are confident and trusting. All you need to do is spend more time with them.

Even amidst change, it's important to uphold the organization's core values and culture. Reinforce what makes your organization unique and foster a sense of belonging and continuity among your team members.

We have a very supportive & inclusive culture, so I feel the most important factor a leader can drive during significant organizational changes is to make every effort to maintain culture. What that looks like for me as a people manager is to provide consistency, positivity, and most importantly uplift my team during all of the change. This will be different for each of my team members - could be making sure to listen, keep things light, give praise where earned, coach, do mock interviews, and just be there for all of the different needs so that the transition is as smooth as possible.

People empowerment would be key to sail through any kind of change in organizations. Leadership role is not to supervise or monitor people but to create leaders by empowering them. I will demonstrate the same and move on without affecting my team and ensure the needed support to them.

Maintaining new culture is one of the most ignored aspects after going through a large organizational shift. Leaders tend to react in crisis mode, implementing changes just to weather the storm, then reverting to old ways. This reactive approach weakens the very foundation needed for TRUE resiliency.

Everyone matters! I once tried to modernize and there were teammates that had been there 40 years. #Asking for their input made the #difference to success. #Buy in at all levels matters for #enduring #institutional change. People know if their leader genuinely cares about them and their perspective. #inclusion = #buy in

In a leadership position amidst significant organizational change, it's crucial to adopt a strategic approach. Firstly, ensure open communication channels to keep the team informed and aligned with the transformational goals. Empower employees by soliciting their input and involving them in decision-making processes. Lead by exmple demonstrating resilience and adaptability to navigate uncertainties. Provide support and resources for upskilling and reskilling to equip the team for new challenges. Foster a culture of collaboration and innovation to capitalize on opportunities that arise during transitions. Ultimately, effective leadership during change requires empathy, vision, and a proactive mindset to steer the organization towards success

Be the change agent; As Heraclitus, a Greek Philosopher said some 2500 years ago: “There is nothing permanent except change”. So, accept and digest the change for good. In a leadership position, you have the responsibility of implementing and driving the change. Be transparent and communicative with your team. Communicating the need for change, the motive behind it, why it is being done, and how it can benefit the company and employees requires transparency from a leader. Put your faith in your employees, identify those who adapt quickly, and let them have a positive influence on others. Keep communicating with employees and embrace the change with a positive attitude.

Navigating an organization through significant change requires a blend of strategic vision, clear communication, and empathy. As a leader, my focus would be on creating a transparent dialogue, setting clear expectations, and providing the necessary support to my team. Emphasizing the importance of adaptability, fostering a culture of open feedback, and leading by example are crucial. By aligning the team around a shared vision and demonstrating resilience, we can navigate change effectively and emerge stronger.

it's essential to highlight the role of a dedicated communications strategy. Many change initiatives fail due to inadequate or unclear communication. Investing time in crafting a robust communications plan that outlines key messages, communication channels, timelines, and feedback mechanisms is crucial. This ensures that all employees and stakeholders are on the same page and can adapt to change more smoothly. Effective communication acts as the backbone of change management, facilitating a smoother transition and higher acceptance among team members.

In times of significant organizational change, leaders must steer the ship with empathy and clarity. First, communicate transparently with your team. Change breeds uncertainty; addressing it head-on can build trust. Second, be a pillar of support. Understand individual concerns and provide resources to help your team adapt. Third, lead by example. Embrace the change yourself, and your team will follow. Lastly, foster a culture of open feedback. Change is a journey; navigating it together strengthens your organization.

Keep your team informed about the changes, why they’re happening, and how they’ll affect the organization. Transparency builds trust and reduces uncertainty. Lead by example by demonstrating your own willingness to adapt and embrace change. Your team will follow your lead. Create an environment where team members feel comfortable expressing their concerns, ideas, and suggestions regarding the changes. Continuously evaluate the effectiveness of your leadership approach in managing change and be willing to adjust your ways based on past experiences.

The key tenants of a great change leader for me are: - someone who truly owns setting the purpose, vision and cascades clarity of outcomes effectively - someone who drives timely decision making - someone who can facilitate healthy innovation among their team - someone who can demonstrate ruthless prioritisation - and finally someone who excels at diplomacy and influencing others

In my experience, significant change generates significant emotional upheaval at organizational level. Fear is a key emotion organizations in transformation experience. There is fear of change, of losing current position and purview, of being ‘found incompetent’ in navigating the changed context. If unaddressed, this fear sappy organizational energy that could have otherwise powered the change. Creativity and collaboration halt. Execution freezes. What sets apart leaders who are able to skillfully steer transformations? They are able to recognize these fears and productively engage their people to act despite that fear. This demands not just strategic clarity & communication but also emotional awareness and regulation skills.

The key issue I see with management leading change is that they have been digesting the change and getting on board with it for weeks before they communicate it to their people. When they do they are surprised that not everyone is on board immediately. With any major change you need to allow your people to go through the process of acceptance. The more communication surrounding the whys and what is in it for them to change the faster they will get through to acceptance.