Veja como você pode navegar por armadilhas comuns ao gerenciar uma equipe durante a mudança.

A common pitfall is not recognising the emotions and more so, that emotions evolve over the different phases of change. With reference to the Kübler Ross Change Curve, the first emotions are often shock & denial. Clear, transparent communication helps them process the info & dispel confusion to move forward. As the change sinks in, anger/frustration may surface, from fear, manifested as complaints/resistance. Validate these emotions & create a safe environment to voice their concerns. Before reaching acceptance & exploration, teams may hit the lowest point of morale & energy. Keep this period really short. Quickly engaging them in new ideas. Celebrate small wins, progress & share success stories to inspire & reinforce benefits of the change

Leadership is the most challenging element in managing change and must be complemented with a significant level of high-quality emotional intelligence. Change may anticipate fear, anxiety, and resistance from team members. It is necessary to provide a culture that supports this and allows those concerned about the procedure, their health, or even just being refilled immediately when they call for logistics needs rather than at the appropriate visit time; concerned staff can share without fear of needless consequences.

Common pitfalls: 1)Not involving team members - involve them in communication, decision & suggestions on change management issues 2)Lack of communication - transparencies, timeliness & appropriateness : set periodic communication session to address issues, concerns, new implementations, timeline and impact 3)Ignoring emotions, feedback & opinions - provide support in listening to employees and if possible provide solutions 4)Unrealistic expectations & timeline-in time of change, employees often get distracted. Agree and align on realistic timeline 5)Overlooking support, resources, learning & development needs - set up support and resources system, easily accessible. 6)No celebration on success-important to recognize and celebrate wins

Medos são reações comuns e naturais nos seremos humanos. Desde os primórdio da humanidade o medo é uma forma de defesa e autoproteção de indivíduos em situações de ameaça ou de ambientes desconhecidos. Faça um bom diagnóstico para entender quais são os temores dos times envolvidos e estabeleça Plano de Ação focados nesse pontos identificados. Trate dos problemas com os remédios corretos para que possa ter sucesso em suas ações de Gestão de Mudanças Organizacionais.

Clear and transparent information is key in times of change. Everyone wants information, nobody wants to take time to consume it! First, make sure you're communicating often enough. You'll need to communicate the same information often to ensure people see it. And through different mechanisms. Email, in meetings, on an intranet site, and so on. If the information is critical, make sure they understand it by using short surveys or asking them about it in meetings. Having people repeat back to you (not verbatim or in annoying levels of detail) what has been communicated is a good way to ensure they're catching on to what is being shared.

Les différents modèles de conduite du changement sont globalement tous assez faciles à comprendre mais régulièrement compliqués à mettre en mouvement pour nombre de raisons. La force du groupe est indispensable, elle aussi pour de nombreuses raisons : apporter des idées, mettre en perspective nos certitudes, construire avec les promoteurs pour déconstruire les détracteurs, augmenter de l’adhésion, etc… … mais avant tout parce qu’un manager comme tout autre collaborateur d’une équipe devrait être convaincu qu’une entreprise (même unipersonnelle) est une somme de maillons d’une chaîne de valeurs globale. Ainsi donc plus il y aura de maillons, plus longue sera la chaîne et plus grand sera alors l’édifice qui pourra être maintenu !

Não crie Metas que não façam sentido e só servirão para gerar desgastes emocionais com os times impactados. Parta da estratégia validada pelos Sponsor e Líderes, crie indicadores que seja claros e de fácio mensuração e aí sim estabeleça Metas de curto e médio prazos para que as pessoas não percam de vista o que se espera alcançar.

How you can navigate common pitfalls when managing a team through change... While these six steps can certainly be useful, I'd strongly suggest considering these 4 C's to avoid pitfalls before taking a team through change: - Culture: Is the organisation's culture open to and conducive to change or not? - Comprehension: What's the level of understanding does the team have about organisational change and how it's successful or not? - Capability: Does the team have the capability to undergo/ transition through organisational change? - Capacity: Does the team have the capacity to support, enable and sustain organisational change during business as usual?