Votre équipe fait face à d’importants changements organisationnels. Comment maintenez-vous leur moral élevé ?

While open communication is essential, there are times when certain topics cannot be disclosed or are not yet clear. As a leader, you might not have all the answers, especially during organizational changes that could impact roles or departments significantly. According to the SCARF model, to prevent individuals from perceiving these changes as threats, communication should clarify ambiguous issues. For example, saying, 'Yes, a restructuring process is underway in the X department. This will continue for a while, and I will share each step as it becomes clear. You can be assured of that,' can help reduce anxiety and concern within the organization.

Change is not tough. What is tough is letting go of the comfort due to the change and being introduced to the unknown. So, whenever an organization is going through major changes, it is inevitable that there is something to be lost, some comfort zone to be erupted. In such cases, the best way to be part of the change is to first assess what that loss could be for all stakeholders involved. Then find how the change could eventually accommodate or replace what was lost. By communicating the "WHY" of the change, encouraging continuous discussions and affirmation and at all times being genuine and vulnerable, the team could be enabled to see the bigger picture of the change creating excitement and eagerness, rather than resentment and fear.

To keep team morale high during significant organizational change: 1. Communicate Transparently: Keep the team informed about changes and reasons behind them. 2. Involve the Team: Encourage input and feedback to make them feel valued. 3. Provide Support: Offer resources and assistance to help them adapt. 4. Maintain Positivity: Focus on the opportunities and benefits of the change. 5. Recognize Efforts: Acknowledge and celebrate their hard work and adaptability. 6. Stay Accessible: Be available to address concerns and provide reassurance. These steps can help maintain high morale during transitions.

When communicating a change effort, start by thinking through how the changes will impact various people and groups inside the org. This will help you tailor your messages. Focused messaging will help reduce anxiety, especially for those who are impacted more greatly by the change. Additionally, being as transparent as possible can ease concerns about the change. Being open about what you know and what you don't know will build trust by setting expectations. Finally, be sure to communicate frequently and repeating messages as needed. Communication won't completely resolve the uncertainty that comes with the change but it can make it less stressful.

When big changes are happening at work, it's important to talk to your team openly. That means sharing what's going to happen, why it's happening, and how it might affect everyone. When you keep everyone in the loop, it helps them feel more comfortable and trust you. Being open like this makes your team feel like they're part of things and valued, which can keep everyone happy even when things are changing a lot.

Empowerment serves as a potent motivator during change. Engage your team in decision-making processes and grant them autonomy over task management. This ownership boosts their confidence and restores a sense of control during potentially disorienting periods. Recognizing their ideas and contributions highlights their importance to the organization, improving morale. By fostering a sense of empowerment, leaders create an environment where team members feel valued and capable, leading to enhanced adaptability and success.

Be honest with your team with what you know about the changes in motion. Do not sugercoat, yet frame circumstances in ways that provide a powerful perspective shift for your team and foster a sense of trust.

Empower your employees by involving them in decision-making processes. Encourage them to share ideas and feedback, and provide opportunities for them to take ownership of projects. Empowered employees feel more engaged and motivated, which helps maintain morale during times of significant organisational change.

El empoderamiento no solo sirve como motivador para la persona a la cual se empodera, sino que es un potente mensaje hacia el resto de la organización en términos de CONFIANZA. Quien empodera le está diciendo a la organización que no hay una sola persona capaz de tomar decisiones y riesgos. Sino que, en el acto de la delegación, transferimos ese poder al resto para que lo haga, tome riesgos, se equivoque, y aprenda. Esto último es super importante. Si no estamos dispuestos a acpetar que el empoderado se equivoque, estaremos generando un efecto negativo.

Major organizational changes have to happen for many reasons. No matter what the reason - fostering collaboration reduces anxiety and fosters teamwork. The team can come together - address issues from all angles and find solutions together. This will eliminate silos and chart the path to a winning inclusive culture. Collaboration helps stack up wins!!

Promote collaboration within your team to navigate change effectively. Create opportunities for team members to work together, share knowledge, and support each other. Fostering a collaborative environment strengthens team cohesion and morale, making it easier to tackle challenges and adapt to new situations collectively.

En una organización promover la cultura de la colaboración permite a los colaboradores crear una red de apoyo que es crucial en tiempos de cambios organizacionales. La colaboración y la consutrucción de esta red de apoyo generan una atmósfera de confianza dentro de la organización que le permite al equipo trabajar enfocados en el objetivo. Surgen y aparecen ideas nuevas e innovadoras, motivadas por los espacios de confianza. Se minimizan o reducen los escenarios donde tengo que estar cubriéndome la espalda, ya que en su lugar podré contar con alguien del equipo para resolver los desafíos.

Transparency is a must when changes are being made. Any information should be made available to anyone in any level of the organization about what to expect, and time lines. Clear communication will keep everyone on the same page and help quell the rumor mill.

Reconocer logros en tiempos de cambios organizacionales es esencial para mantener la moral y el compromiso del equipo. En momentos de transición, los empleados pueden sentir incertidumbre y estrés. Celebrar sus éxitos proporciona estabilidad y motivación, reafirmando su valor y contribución a la empresa. Además, el reconocimiento fortalece la cultura organizacional, fomenta la lealtad y reduce la rotación de personal. En una multinacional, donde los equipos son diversos y geográficamente dispersos, destacar los logros promueve la cohesión y la alineación con los objetivos estratégicos. En resumen, reconocer los logros no solo es una muestra de aprecio, sino una estrategia clave para asegurar una transición exitosa y un futuro prometedor.

Regularly recognise and celebrate your team’s achievements, no matter how small. Acknowledge their hard work and contributions during the transition. Recognition boosts morale by making employees feel appreciated and motivated to continue performing well, even amidst significant organisational change.

Recognize the value and the realization in front of everyone. Do not show your interest when you are only in 1:1. Use this biais for the team. Share what can be better in group if it is for multiple person, if it is only for one person, please do share this privately.

Counterintuitively perhaps, one way to keep morale high is to openly acknowledge that change is often hard and that it's just not realistic for morale to be consistently high. Providing people with space to be open and honest about their concerns and creating psychological safety so people don't have to mask how they're really feeling is critical. Acknowledge that there will be ups and downs. Remember that people may not move through the change process as fast as the leaders driving it. I've learned that it's important to give people time to process negative emotions, 'feel the feelings' and 'grieve' whatever they're moving on from before you can get to a place of 'high morale'. You can't rush them through it.

Brindar apoyo en tiempos de cambios organizacional es crucial para una transición efectiva y mantener la productividad. Los cambios generan incertidumbre y estrés en los empleados. Proporcionar un soporte constante, ya sea a través de comunicación transparente, capacitación o recursos emocionales, ayuda a mitigar estos efectos negativos. El apoyo refuerza la confianza y la seguridad de los empleados, fomentando un ambiente de colaboración y resiliencia. En una empresa industrial multinacional, este respaldo es vital para mantener la cohesión y el alineamiento de los equipos globales. En definitiva, el apoyo durante los cambios no solo facilita la adaptación, sino que también fortalece la cultura organizacional y promueve un futuro exitoso.

Maintain a sense of stability by clearly outlining roles, responsibilities, and expectations. While change is inevitable, keeping certain routines and structures in place can provide a sense of continuity. Stability helps reduce anxiety and keeps morale high as your team navigates through organisational changes.

All of the above are great best practices, but anytime we are faced with constant change peoples bodies will be triggered and survival will kick in. Therefore, we must learn how to help people self-regulate their nervous systems so they can navigate the stresses of change and get into coherent balanced states before tackling decisions or solving problems.

All of the above are great best practices, but anytime we are faced with constant change peoples bodies will be triggered and survival will kick in. Therefore, we must learn how to help people self-regulate their nervous systems so they can navigate the stresses of change and get into coherent balanced states before tackling decisions or solving problems.

Maintaining morale is different for each member of your team. Motivation and energy are deeply personal. Which means leaders need to spend time fostering relationships with each person on their team to learn how morale is achieved with each one. Then they need to personalize their approach.