Comment gérez-vous le changement et l’incertitude dans une culture de travail dynamique et évolutive?

Assessing the situation with a clear head is like playing detective in your own workplace - you've got to gather all the clues before you can crack the case of change! As a leader in Business Intelligence, I always remind my team that understanding the 'why' behind change is crucial. It's like being a data detective, piecing together the puzzle to see the bigger picture and prepping for the next move. Remember, change is just another opportunity to show off your adaptability superpowers! 🕵️♂️💼🚀

I still find that change impact assessments help with clarity of messaging in terms of what is changing, how it is changing and how it is impacting. One does not need to go through extensively at first but capturing the main impacts through that framework helps immensely. You can the involve more people in the assessment to ensure robustness.

One thing I've found helpful is to make sure everyone's opinions and concerns are heard. It's easier to accept change when you feel you've played a part in the change.

Any change starts with understanding the business case. What are you trying to achieve? How can your organization benefit? Then determine the best way to demonstrate the need for others.

Let's take return to office as an example. How are we defining ‘return?’ Be as specific as possible. “Come in twice per week” does little for your employees. What activities are we prioritizing for our employees while in the office? If your team comes into the office and all they do is sit at their desk conducting video calls, then that’s not a great use of their time. Get granular if you want your team to come in twice per week. One example: “From 10 a.m.-3 p.m. on Tuesdays and Thursdays, please be in the office to discuss news trends, conduct brainstorms and host actionable in-person meetings with your teams. Otherwise, continue working from home for the rest of the week.”

As a true leader, communication is the bane of your effectiveness and productivity in a workplace. Have a healthy communication culture. Encourage open dialogue. Be precise in articulation and expression. Don't intimidate team member's, allow them to contribute to the growth plan of the organization. Engage in frequent update of information.

A competent captain must be at the helm to navigate the dynamic currents of change and uncertainty in a workplace that is similar to a changing landscape. I use effective communication as my compass to navigate the waves. Open communication serves as the fulcrum, guaranteeing that the crew is not only knowledgeable but also actively involved. I write messages that cast light on the road ahead, encouraging team cohesion and mutual understanding. In the face of erratic weather, my dedication to lucid communication serves as a grounding force, cultivating a climate in which uncertainty is confronted collaboratively and change is welcomed as a chance for development.

The problem I see change leaders make the most often with communication is that they deliver one way messaging. What really matters is two way meaning making, which gives everyone a chance to chance to think about and experience what the change means to them, which is where the seed of buy-in lives.

From my work in transforming workplace cultures, I've learned that clear and simple communication is key during times of change. Keeping everyone in the loop and making sure that messages are easy to understand helps employees feel secure and involved. This approach not only reduces uncertainty but also encourages a team spirit that adapts well to new challenges.

Open, honest, and timely communication is essential for managing your team. Keep your staff updated about significant changes early, ensuring transparency throughout the process. Regular feedback collection is vital to gain your employees' buy-in. Failure to do this can lead to a decline in morale, potential talent loss, and reputational harm

Be curious in everything you do. A curiosity mindset is the foundation of learning and growth. And helps see change and uncertainty as an opportunity, not a threat. More importantly, talk to people. Many people. They will offer different perspectives. Some will be positive, some will be negative. It helps form a picture of where you are, and how you can contribute/help/change.

I recently polled nearly 400 new people managers. When asked if they received formal manager training, I learned that only 17% had, while 83% received informal or zero training. It’s no wonder why the people manager is the most challenging position. We don’t know how to be one. And because we don’t know how to be one, we get overwhelmed and burned out, impacting our well-being and those we manage. We need to address proper training of new people managers in a relatable, practical and actionable way so that they can immediately develop into trusted advisors for their customers and teams.

Navigating change and uncertainty in a dynamic workplace culture demands a commitment to learning and growth. I serve as a coach, guide, and mentor, supporting my team in taking ownership of the challenges we face. It's crucial that they're involved from the outset, fostering a deep sense of commitment and resilience. By embracing learning as a collective journey, we adapt to evolving circumstances with agility and confidence. Together, we cultivate a culture where uncertainty becomes an opportunity for growth, and change is embraced as a catalyst for innovation.

L'apprentissage en période de changement est essentiel. Selon McKinsey, 87 % des dirigeants anticipent des lacunes en compétences dues aux évolutions rapides du marché. De plus, Deloitte montre que les employés ayant accès à des formations sont 15 % plus engagés et 34 % plus susceptibles de rester dans leur entreprise. Saisir les opportunités de développement et demander du mentorat renforce ainsi à la fois la performance et l'engagement.

Instead of seeing change as something to fear, try shifting your perspective - each challenge becomes a chance to grow. Encourage your team to take small steps, like exploring new skills or tackling tasks outside their usual scope. Ask questions like, "What can we learn from this?" or "How can we improve?" By normalizing curiosity and continuous learning, you’ll build a team that’s more adaptable, resilient, and ready for whatever comes next.

The old but gold "think out of the box". In uncertainty more than ever you need to brainstorm and find unconventional solutions. You have to embrace change and explore new ideas. It's also important to stay agile (be prepared to pivot quickly) and encourage risk-taking. Make sure to collaborate with diverse teams and expertise as this fosters creativity and helps to discover many opportunities. Also, take time to keep up with industry trends and best practices to stay ahead of the curve!

One practical learning I have to share is that you cannot control many of the things that happen around you. You can plan, organize and prevent, but you must also be flexible enough not to trip over your own path. Being adaptable allows you to see changes and ambiguity as new opportunities, which, in essence, will contribute to your own growth.

Managing change in a dynamic business environment definitely requires flexibility and creativity. We need to embrace a growth mindset and foster innovation by encouraging creative thinking and collaboration. Clear communication, continuous training, and leveraging technology are key ways to stay adaptable and proactive. Organisations can ensure resilience and sustained growth in an ever-evolving market by empowering employees and celebrating successes while learning from failures.

Managing change can be very challenging but being creative through this time can bring in so so so many positive actions. Being open minded, curious and collaborative can always help through managing changes and dynamics.

The main mistake people make when looking for new ideas is combining the creative process with the critical process. It's all in how we frame the question. "What SHOULD we do?" asks people to both generate AND judge ideas at the same time. It doesn't work. Instead, ask, "What COULD we do?" Make lists, and THEN make choices.

Prioritizing health and life-work integration makes a huge difference. It all starts with transparency, as trust reduces anxiety. Giving your team enough flexibility to adapt their schedule helps to foster a positive environment that encourages a better balance. Managers should walk the talk and promote self-care by taking breaks and exercising to stay on top of their well-being.

One helpful frame to help with balance and emotional wellbeing is to ask yourself the following: - what is within your control? - what is within your sphere of influence? - what help or support do you need? This put things into perspective, which helps manage your emotional well-being, providing a clearer view of what is at hand.

Ensure your team has time to process and adjust. Offer regular, clear communication to reduce anxiety and set realistic expectations. Promote self-care and stress management resources to help everyone stay centred. Ask questions like, "What support do you need to navigate this change?" or "How can we make this transition smoother for you?"

In my experience, I feel that well-being needs to be brought to the forefront when discussing team dynamics and success. Although stigmatised, the notion of well-being at work should be a safe-space, in order to tackle issues relating to stress, fatigue and burnout.

Maintenir l'équilibre entre vie personnelle et professionnelle est crucial face au changement. Une étude de Gallup montre que les employés qui se sentent soutenus dans leur bien-être sont 69 % moins susceptibles de souffrir d'épuisement. Prendre soin de soi physiquement et mentalement, tout en recherchant du soutien social, réduit le stress et améliore la productivité. En intégrant des moments de repos et des activités qui apportent de la joie, on renforce sa résilience et sa capacité à naviguer dans l'incertitude.

Celebrating failure is underrated. First, always acknowledge the team effort even if the outcome isn't as planned. Then focus on the lesson and openly discuss what went unexpected. It's a great opportunity to learn, normalize failure, and encourage risk-taking! Moving forward is key to building an innovative team.

Célébrer les réussites et les échecs renforce l'apprentissage en période de changement. Selon Harvard Business Review, les équipes qui célèbrent les petits succès sont 20 % plus performantes. Reconnaître les accomplissements, aussi modestes soient-ils, renforce la motivation et le sentiment d'accomplissement. De même, transformer les échecs en opportunités d'apprentissage permet d'adopter une mentalité de croissance, encourageant l'amélioration continue et la résilience face aux défis futurs.

To navigate uncertainty, show people the plan. We are currently in the midst of a polycrisis - a convergence of multiple crises that can create global instability. This heightened and persistent uncertainty makes people even more resistant to change. By labeling this reality, we can manage through it. Let people in on the path forward. Make leadership accessible. Have a mechanism to solicit questions across the org and pose them to senior leaders in all-hands meetings. Give people explicit direction but ensure they have agency to meet their goals. Autonomy is a powerful tool to give people a sense of control over their future. Show empathy by giving people time to assimilate change and don't change everything all at once.

To navigate change and uncertainty in a dynamic workplace, begin by rewiring your organization's nervous system to embrace challenges positively. 🧠 This can begin by exploring: - Redefine your team structure, empowering those closest to situations rather than command and control approach. - Regularly incentivize and reward risk-taking and accountability. - Embrace mistakes as growth opportunities; fail forward. Actively regulate your nervous system to sustain these changes, making adaptability and resilience inherent to your culture DNA. 🙏🏻⚡️ Embrace discomfort for meaningful growth and lead confidently through uncertainty.

Foster emotional resilience. Change often stirs up uncertainty and stress, so it's important to create an environment where emotions are acknowledged and supported. Encourage team members to develop self-regulation practices, like mindfulness or short check-ins to share how they're feeling. When people feel emotionally supported, they’re more likely to stay engaged and manage change with a clear, focused mindset. Building resilience goes hand-in-hand with navigating an evolving workplace culture.

Consider how you can make the journey more "visual"... In a word of information overload, we need to find creative ways to help people "intuit" and instinctively understand. 20 page reports are sometimes useful for the folks directly involved, but 1-page visuals will be more useful for almost everyone on the periphery.