Estás navegando por un cambio organizacional. ¿Cómo puede hacer que todos se sumen a los beneficios?

recomendaciones para lograr que todos se sumen a los beneficios: 1. Escuche activamente y empatice con las preocupaciones del equipo. Al tranquilizarlos, generará confianza y abrirá un diálogo constructivo sobre los beneficios del cambio. 2. Comunicación clara: Comunique de manera transparente los objetivos y beneficios del cambio para la organización y a cada individuo. 3. Involucrar a los empleados en el proceso de cambio. Pídales su opinión y considere sus ideas. Esto fomenta la participación y el compromiso. 4. Capacitación y apoyo adecuados para que los empleados se sientan preparados para el cambio. Ofrezca apoyo continuo durante la transición. La adaptabilidad es clave en el liderazgo.

Navigating Organisational Change: Overcoming Resistance ↳ Understand Resistance Recognise that resistance stems from fear of the unknown, comfort with the status quo, or job security concerns. Identifying these roots is crucial. ↳ Listen Actively Engage with team members and listen to their concerns. Active listening fosters empathy and shows genuine interest in their perspectives. ↳ Empathise and Reassure Acknowledge their feelings and provide reassurance. Building trust through empathy opens doors to constructive dialogue. ↳ Communicate Benefits Clearly Clearly articulate the benefits of the change. Transparency about positive outcomes can ease fears and encourage acceptance.

Resistance, most of the time, is connected with the feeling of "belonging" and how it is perceived. Belonging, particularly in diversity, equity, and inclusion, is a critical factor and the driving force in organizational change. It represents the desired emotional outcome in an organization where each individual is encouraged to be authentic in a community of others, with no parts of themselves concealed. 'Belonging' also refers to the survival-based sense of belonging crucial for any human infant to reach adulthood and for any adult to function effectively in collective settings. The change process continually challenges this form of belonging & its attachments, emphasizing the need for adaptability and resilience in the face of change.

Identify Key Concerns: Conduct surveys or hold meetings to pinpoint specific concerns and objections from team members. Communicate Benefits: Clearly explain the advantages of the change for both the organization and individual employees, highlighting potential improvements in workflow, job satisfaction, or career opportunities. Involve Stakeholders Early: Engage key stakeholders in the planning process to give them a sense of ownership and investment in the change.

Use Multiple Channels: Utilize various communication channels (emails, meetings, newsletters, intranet) to ensure everyone receives the message. Visual Aids: Incorporate visual aids such as charts, diagrams, and infographics to help explain complex information more clearly. Consistent Messaging: Ensure that all leaders and managers convey the same message to prevent confusion and mixed signals.

Look beyond what seems like resistance to or an inability to change and perceive what people treasure and protect. It will enable you to address and challenge deep loyalties with insight and respect. "Be" in your team's "shoes" and the change itself first; judge & act afterward. This neurochemical disruption affects executive function, which is the ability to make decisions, comprehend information, and plan. That is why leaders need to develop the ability to regulate and monitor their mental and emotional responses to experiences, a skill that we refer to as "being before doing."

Clear communication during change is like being the GPS for your organization's journey. As an EA, I advocate for transparent, jargon-free messaging. It's about providing a clear roadmap of why, how, and what's in it for everyone. After all, in the voyage of transformation, clear communication ensures everyone's navigation system is synchronized!

Very few people like change. We are all hardwired to exist in the comfort zone. Leaders need to recognize they have often been thinking about and working through the logistics of creating a change far longer than those who will feel the effect internally. Providing clarity around the why and when is obviously the first step to ensure engagement despite resistance. Identifying, engaging, and empowering champions outside the leadership team can help create an atmosphere of trust and acceptance that will make the implementation easier. Remember most resist change due to fear of the unknown. Educate, encourage and empower your team so they see change not as something to be resisted but something to embrace for a brighter future.

Identificar a estos líderes naturales, es crucial. Los "early adopters" son quienes, con su entusiasmo y disposición a probar nuevas ideas, pueden marcar la pauta para el resto de la organización. Para lograr esto, es recomendable involucrarlos desde el inicio en la planificación del cambio, proporcionarles acceso a recursos y formación, y crear espacios para que compartan sus experiencias y aprendizajes. Así, se genera un entorno de confianza y colaboración que facilita la adopción y el éxito del cambio.

Provide Training: Offer specialized training to champions so they understand the change thoroughly and can address any questions or concerns. Involve Early: Engage champions early in the change process to get their input and buy-in from the start. Recognize and Reward: Acknowledge and reward the efforts of champions to motivate them and others to support the change.

Undoubtedly, the most valuable asset of any organization is its employees. Therefore, it is essential to take care of them with the same care as any other asset. To manage a correct adaptation of the team, we must identify what we expect from them as an organization and how they can contribute to growth. It is important to recognize that change always has a cost and that each person is unique in the way he or she deals with it. In this sense, we can rely on the Learning & Development (L&D) team to provide specific support to each team member. In addition, a mentor can serve as a guide during this change process, providing additional support and helping to ease the transition.

Tailored Programs: Develop training programs that are specific to various roles and responsibilities to ensure relevance and effectiveness. Interactive Sessions: Use interactive methods like workshops, simulations, and hands-on exercises to engage participants and enhance understanding. Continuous Support: Provide ongoing support and resources, such as access to online learning platforms, to reinforce training after the initial sessions.

Personalized Rewards: Tailor incentives to individual preferences to make them more meaningful, such as additional vacation days, professional development courses, or personalized gifts. Team-Based Incentives: Encourage collaboration by rewarding teams that collectively demonstrate adaptability and achieve set milestones together. Visible Metrics: Establish clear, transparent criteria for rewards based on specific performance metrics and progress in adapting to the new system.

Drawing from my experience in scale-ups and startups, where change and evolution are constant and expected, I’ve observed that resistance to change is also a consistent challenge. Recognizing this as part of the process is essential. When implementing change, break it into smaller, manageable pieces and ensure you can pace the process with clear intermediate goals. This approach allows you to continuously verify that the change is progressing in a real, practical manner rather than just theoretically. Clear intermediate milestones with defined outcomes are key.

Navigating organizational change requires getting everyone on board by monitoring progress. Start by setting clear, measurable goals. Regularly track and report on these metrics to show the benefits of the change. For example, a company implementing a new software system might track productivity improvements and error reductions. Share success stories and data-driven results with your team to demonstrate the positive impact. A Harvard Business Review article notes that transparent communication and visible progress help build trust and buy-in. By continuously monitoring and sharing progress, you can keep everyone engaged and supportive throughout the change process.

Deeply understand how specific benefits align with each stakeholder’s most pressing needs. Then communicate that alignment in a local way that fits with what you are saying globally. Elizabeth Kubler Ross once said, “People perceive change as loss”, which is why they resist it. It’s your job to help them see a gain worthy of the perceived loss.

To get everyone on board with organizational change, clearly communicate the benefits and how they align with personal and team goals. Involve employees in the process, address their concerns, and provide support and training. Celebrate quick wins to build momentum and demonstrate the positive impact of the change.

Significant changes always have a cost. Leaders, being humans, tend to overstate the benefits while downplaying the costs. When you identify and work with both, you may create genuine belonging rather than phony loyalty. By contextualizing the organizational redesign and its impact on the entire business and vulnerably admitting to his sense of loss and bitterness, George helped the team understand that, while it meant losing valued intimate connections, their sacrifice would benefit the business. Attending to un-belonging—you & your team—is essential to managing change successfully. This will be a vital talent in the coming months as the changing global climate drives organizations to adjust.