Wie gehen Sie mit Problemen mit der Arbeitsmoral der Mitarbeiter um, die sich aus der Unsicherheit während des organisatorischen Wandels ergeben?

I believe transparency and direct communication is the key. The better the team understand the change and the processes, the easier it is to set the expectations and reaching a certain level of confidence and comfort.

Agree, during organizational change, prioritize open communication and transparency helps in fostering positive environment.

Establish and strengthen a real, human connection with your employees - ideally, long before the organizational shifts. With that strong connection as your guiding light, model the behavior you want to see by being transparent about your own sense of uncertainty and how the organizational changes have impacted your own morale. Then, ask them how they are feeling about the changes - and most importantly, actively listen to their responses. Bonus Tip 1: If in-person, talk to them face-to-face. Take them out for a coffee. Be a real person with them. If remote, have a video chat with them. Be transparent. Share your own feelings. Actively listen. Bonus Tip 2: Avoid text-based questions about their morale (email, chat, etc.).

One thing that people often forget, which is common sense, is being kind and polite. When we live in stressful times, with uncertainties, treating people kindly and respecfully is key. Everyday when first addressing employees or coworkers with them a good morning, a nice day, etc. Don't forget to say "please" and "thank you."

En principio es recomendable designar líderes de comunicación para establecer un diálogo abierto con los empleados, para brindar toda la información en forma transparente sobre los cambios que se avecinan, sin ocultar las malas como las buenas noticias.Es de gran importancia, que los lideres asignados interpreten y manejen la moral de los empleados con suficiente profesionalismo, creando un ambiente relajado y de confianza donde se fomente la participación de todos los colaboradores y se atiendan sus inquietudes. Es crucial mantener una comunicación constante para no generar situaciones de pánico y que el equipo laboral se mantenga calmo durante todo el proceso de cambio, para garantizar una transición tranquila y exitosa.

Its important employees understand the "why" as much as possible during uncertainty. Nothing can be more frustrating than someone feeling like their team is doing everything right, but still experiencing turmoil. Teams need to feel like there is a plan, something on the horizon for them to head towards. Reiterating these plans/goals over and over removes uncertainty and confusion which can paralyze even the most productive person.

As Brené Brown says, "Clear is kind." During periods of uncertainty, as much clarity as possible can be a saving grace for employees who are struggling. While they may not always agree with the changes, a clearly communicated vision can help mitigate the sense of feeling lost and confused. It's okay for them to disagree with changes (inevitably, change makes us feel uncomfortable!) but Leaders must 1) have a clear vision and 2) communicate it. Once frustrations or concerns have been aired, reaching consensus and moving forward as a team can more easily be facilitated.

Según mi experiencia, es esencial articular una visión clara de lo que el cambio organizacional pretende lograr. Cuando los empleados comprenden los objetivos y los beneficios potenciales del cambio, pueden alinear mejor sus esfuerzos y actitudes hacia él. Debes comunicar esta visión de forma coherente e inspirar a tu equipo destacando cómo sus funciones contribuyen al éxito de esta nueva dirección.

As much as this is important, practically when an organisation is in the midst of a change, to offer clear vision, can be far away. Changes take long to materialise and there are many processes that need to be completed, before one is able to arrive and share a clear vision. Therefore, while employees wait to hear that from the management, LRP the communication going, offer as much transparency as one can and be empathetic. This would help, when you have a clear vision to share, then you have on your side a bunch of employees, who are secure and open to receiving and supportive of that vision.

Una utilidad que he encontrado a nivel gerencial es proporcionar sistemas de apoyo sólidos durante tiempos de cambio: -Reuniones 1:1: Hablo no solo de objetivos, sino también de cómo se sienten los empleados. -Coaching diario: Ofrezco orientación constante. -Celebrar logros en público: Reconozco los éxitos abiertamente. -Ajustes de rendimiento en privado: Hago correcciones discretamente. Esto ayuda a mitigar la inseguridad y mantiene la moral alta.

This doesn’t happen all the time, in my country I don’t really see company providing counseling to help employees to adjust with the change. This is a great idea! Thank you.

La capacitación y enseñanza puede ser clave para ello, proveerles o darles apoyo para que puedan tomar cursos y una comunicación abierta y segura

One great support system I’ve found to be effective is to open a group chat that includes senior leadership. Establish clear ground rules so people know what’s expected vs not expected in the chat. If leaders buy in and are responsive it will help the front line feel connected to the decision makers.

Organize a year end or beginning of year event to energize employees, recognize efforts, set up the organization for success in the upcoming year. Ensure to provide an interactive platform that enables employees to provide their views and solutions on issues unresolved and concerning resulting from the change process. Conduct an awards gala and provide a space to share best practices and opportunities for shifting path and for growth. Integrate fun activities and networking opportunities where employees can directly engage with leadership so they have a way to share what they truly feel. Stay close to the pulse of the organization through survey when designing such events.

Couldn’t agree more. Studies have shown how recognition or reward improves employee engagement resulting improvement in performance.

One of the things I appreciate is when the elected officials engage with the employees, and become mentors to them. In my opinion that helps to alleviate some of the "scariness" of change.

Toda dificultad o momentos de cambio conlleva por un lado una crisis interna en las personas, pero en esto uno ha de tener un ojo crítico y esperanzador. Donde no solamente se reconozcan los esfuerzos sino se demuestre la oportunidad que conllevan los cambios, y así ofrecer capacitación para los nuevos desafíos juntos.

El reconocimiento del arduo trabajo y la adaptabilidad de los empleados en tiempos de cambio es crucial para aumentar la moral. Una escucha activa y una visión atenta de las acciones operacionales del equipo permiten entender el verdadero esfuerzo que implican. Esto ayuda a encontrar soluciones de mayor impacto, facilitando un trabajo más inteligente, sencillo y eficiente para el equipo. Celebrar hitos y contribuciones individuales refuerza el comportamiento positivo y demuestra que valoras el compromiso de tus empleados con la evolución de la organización.

A mi me ha resultado útil esta experiencia de trabajar con horarios flexibles y o a distancia. Uno puede elegir un espacio de tiempo más valorado y de calidad que trabajar por un número de horas en un asiento, que para muchas personas se torna esclavizante, interminable, improductivo y frustrante. Trabajar más feliz desde casa, work café, en un ligar con un paisaje agradable, un lugar elegido por uno permite la entrega de mejores resultados y hacer a los trabajadores más creativos y felices.

En mi experiencia, tener la capacidad de pivotear el plan de acción basado en las necesidades y opiniones del equipo es crucial. Mantener una actitud positiva y enfocada en la construcción de buenos hábitos fortalece la percepción positiva del cambio organizacional. Esta flexibilidad no solo muestra empatía, sino que también ayuda a construir un ambiente de confianza y colaboración.

Depende de la naturaleza del trabajo, hay trabajos donde no podemos ser flexibles por ejemplo un guardia de prisión o una asafata de avión, no se puede ser flexible o permitir al reo o pasajeros que hagan lo que se desea, en una oficina tal vez, pero todo depende de la naturaleza del trabajo. Demasiado flexible es ser confiado, inflexible, puede ser demasiado duro.

Steady leadership is crucial during times of uncertainty to maintain employee morale. Leaders who communicate openly and remain transparent during organizational changes build trust and confidence. By demonstrating calmness and decisiveness, leaders set a positive tone and ensure employees feel supported and engaged. This approach fosters resilience and unity within the workforce.

While it is crucial, and ideal, I am not sure how many organisations can actually provide that. Many times changes start to happen top down, in situations like these, one cannot rely on the strength of the leadership, as there is none. So I would not consider this as imperative during organisational change.

Steady leadership is increasingly important, especially when there is a change in the leaders. Leaders need to be open to interaction, accessible, and willing to listen to the employees. Keeping open dialog between leadership and employees is crucial to a balanced work environment.

As a leader focus on the future: talk more about the vision post-change and communicate the same by various ways in order to have a consistent recall Highlight opportunities for growth and development Discuss how changes will benefit employees and in-turn the company.

It's important to understand that employee morale following an organizational shift isn't something that can be managed via one email or one all-company meeting. An internal communications strategy is critical to manage on-going employee concerns. This can be a multi-week strategy where different leaders are communicating across the organization. When employees see alignment in messaging across the entire leadership team, morale can begin to improve.

Keeping up the morale is extremely important and to monitor the same is equally important : Regular surveys Have frequent check-ins with team members Be attentive to signs of disengagement

(Please, no AI.) With one or two exceptions, most places I have worked were “run” by panicky idiots whose normal response to organizational change was to deny any responsibility, immediately look for scapegoats and, in one instance, break down and weep in front of the assembled staff (which seemed performative and aimed at garnering sympathy; maybe it was gratitude — he left for a much more secure position further up the corporate hierarchy not long after). The people who actually did the work and made the product were great. In most instances, managers seemed to occupy their positions because they couldn't do anything useful, but some other manager somewhere in the outfit thought they were somehow “necessary.” Short answer: don’t do that.