Here's how you can effectively manage a team amidst change and uncertainty.

To manage a team amidst change and uncertainty: -Prioritize clear communication. -Empower team members with autonomy. -Stay flexible in plans and deadlines. -Provide continuous support and resources. -Maintain focus on common goals. -Encourage learning and adaptation. -Celebrate successes, however small. -Prioritize mental health and stress management. -Establish a feedback loop for input. -Lead by example with resilience and positivity.

Empathetic Leadership can foster resilience & drive success: - Listen with intent - Communicate transparently - Support personal growth - Recognize emotional needs (Change is hard) - Lead by example

Create psychological safety: to successfully manage a team amidst change and uncertainty it is crucial for a leader, to create a sense of psychological safety within the team. Practically, this can mean giving your team the confidence and space to voice out their ideas and concerns without the fear of repercussion. Taking this one step ensures that the team are open to communicating with each other and exploring new ideas and opinions which eventually leads to embracing change.

1. Transparency is Key: Be upfront about the changes and why they're happening. Avoid sugarcoating or hiding information. Open communication builds trust and reduces anxiety. 2. Embrace Empathy: Change can be stressful. Acknowledge your team's concerns and validate their feelings. Actively listen and address their worries head-on. 3. Focus on What You Can Control: Uncertainty can feel overwhelming. Help your team focus on areas they can influence, like adapting processes or developing new skills. 4. Collaboration is King: Encourage open communication and brainstorm solutions together. Leverage their diverse perspectives for a more creative approach to challenges.

When you embrace change, you have to be willing to let go of control and be ready to fuel that change to your team... as you will face most certainly from your team, concerns, resistance, basically a lot of mixed feelings. On top of the previous contributions, a few more tips: Cling on to the leaders within your team to be the ambassadors Trade your expectations to appreciation Communicate constantly Create a genuine space for teams to express whatever concerns they have Don't be in a hurry. Be ready for a long journey and save your energy on important matters. 1% change per day = 360% in one year.

You cannot not communicate! That´s probably THE thing to always remember when you are dealing with change. In times of uncertainty people will look to you for guidance, if you are not transparent with them, they will make up their "own" truth and draw consequences from that. I know sometimes you might think: oh, but I don´t know anything either, there is nothing I could tell my team. Wrong! Talk to them, tell them what you know, tell them your perspective, show them a direction and admit to things you just don't know. That´s not a sign of weakness but of strength!

Gestionar un equipo durante el cambio e incertidumbre requiere una comunicación clara, aunque no siempre totalmente transparente debido a la gestión de información confidencial. Un plan de comunicación eficaz debe especificar qué, a quién, y cuándo comunicar, asegurando canales adecuados que permitan retroalimentación. Este plan debe promover acciones específicas en los miembros de la organización: Algo en qué pensar: Enfoque en aspectos clave del cambio Algo que decir: Proveer el lenguaje adecuado para hablar del cambio de forma positiva Algo que hacer: Definir acciones concretas para implementar el cambio Esto alinea al equipo con el cambio y evita disolución y desenfoque.

I'd like to point out that particularly in such a situation the transparent communication is a must. Without a firm, expected goal, constant two way communication is mandatory. Just because of the need for many and sudden directions and expectations corrections the team should be able to receive prompt and comprehensive info. At the same time, the team leader should receive team's feedback, questions and suggestions.

Methoden wie das World Café können für eine Kommunikation auf Augenhöhe sorgen, Ideen und Sorgen/Bedenken der Mitarbeitenden transparent machen und dafür sorgen, dass sich alle gesehen, gehört und gut abgeholt fühlen.

Algo que he visto en innumerables empresas es la mala comunicación, aún teniendo entre sus valores, políticas y demás documentos la comunicación efectiva como punto clave, la realidad es totalmente diferente, pues se mantiene un ambiente de incertidumbre y misterio con información incluso de carácter público, lo que genera que los colaboradores se sientan aislados, pocos valorados, sin voz dentro de la organización, con miedo al futuro y genera el famoso "chisme" pues muchos empiezan a crear rumores sin información sólida y confiable, lo que permite la desinformación interna y esto empieza a destruir lentamente todos los valores que la empresa fomenta como: trabajo en equipo, proactividad, confianza, responsabilidad, respeto, etc.

One of the most effective ways to manage your team through change and uncertainty is by creating a goal around the behaviors you want to see from your team. Having a goal of "embracing change" isn't good enough, you have to define what embracing change is for your team. E.g. Displaying open mindedness to new ideas, Demonstrating a willingness to do things differently, Constructively making suggestions for improvement, Remaining positive through the difficulty of change, etc. Also, ask them what it looks like to embrace change and add their suggestions to the goal.

Aquí debemos prestar mucha atención y debemos recordar que siempre tenemos que mantener una cultura SMART en los objetivos: Specífico: El objetivo debe ser claro y específico. Medible: Debes poder medir el progreso y el éxito. Alcanzable: El objetivo debe ser realista y alcanzable. Relevante: Debe ser relevante para tu dirección y propósitos. Temporal: Debe tener una fecha límite o un marco de tiempo definido. Teniendo esto en mente lograremos mantener el mejor camino para alcanzar los objetivos propuestos. Para complementar esto, debemos de medir estos objetivos mediante indicadores para mejores resultados y con la aplicación de herramientas de BI, esto nos ayudará a alcanzar la excelencia en nuestros cambios.

Make people feel as crucial keys to reach the goals, allows and stimulates participation and involves teams as they can feel objectives as theirs

La implementación de objetivos específicos, medibles, familiares y visibles ayudan a los directivos a fijar el rumbo y brinda al equipo certeza sobre la ruta a seguir durante el cambio. Un ejemplo simple: Un croquis en una invitación de fiesta permite a los invitados estimar tiempos de traslado y encontrar la ruta al punto de reunión, independientemente de su punto de partida. Incluir referencias como avenidas principales o establecimientos asegura que no se pierdan y sepan que se acercan al destino. De manera similar, las referencias, indicadores y descripciones claras sobre circunstancias deseables permiten al equipo avanzar eficazmente en la gestión del cambio, identificando distractores y desviaciones oportunamente.

Lorsqu'on engage une démarche d'évolution, il n'est pas toujours aisé de définir des objectifs fiables et précis car souvent l'équipe apprend en marchant. Il est important d'indiquer la direction, le sens dans lequel on veut aller et laisser l'équipe se fixer ses propres jalons. Celà peut être perturbant au démarrage mais le manager est aussi là pour confirmer ou infirmer une trajectoire. L'équipe va très vite prendre ses marques et positionner ses propres objectifs. Souvent ceux-là sont bien éloignés de ceux qu'on aurait fixés.

Absolutely be as transparent as possible as soon as possible. The earlier you communicate a change and your availability to discuss it the more trust that engenders in your team.

This reminds me of one of my very first Managers (decades ago) His office had a traffic light style box outside the door (which was always closed). If the red light was on you didn't dare even knock & when the green light was on you knackered & waited to be summonsed. We never saw the amber light on 😁. That taught me how NOT to lead.

Wer anderen in herausfordernden Zeiten des Wandels emotionale Sicherheit und Fürsorge vermitteln möchte, sorgt sm besten zunächst auch für sich selbst. Führungspersonen sind auch Menschen und wer in Veränderungsprozessen die Verantwortung für andere Menschen trägt, kann selbst ausbrennen. Selbstmitgefühl ist sehr gut erforscht und wurde bereits auf Führung im permanenten Wandel übertragen („Mit Gefühl zum Führungserfolg“, von Nadja Hereitani, erschienen 2023 im Remote Verlag). Es ermöglicht eine gesunde und wirksame Führung im Wandel.

Soutenir votre équipe est essentiel pour obtenir sa confiance : être à ses côtés, dans les bons comme dans les moments plus compliqués est une nécessité. N'hésitez pas à fêter les succès, aussi petits soient-ils. Ne pointez pas du doigt quelqu'un de votre équipe à l'extérieur en cas d'échec : ce n'est pas la personne ou l'équipe le problème, c'est vous. Vous en avez la responsabilité. Assumez ! Vous serez respecté autant par votre équipe que par vos collègues que par vos supérieurs.

Trust and confidence stimulates creative thinking and innovation when the team members are naturally asked to participate and to give ideas to improve processes

Dans les cultures hiérarchiques l’innovation ne va pas de soi, du moins au sein des pratiques managériales ou de la communication. Donc il me semble que si l’on veut un afflux d’initiatives il faut commencer à la fois par poser des pré requis et dédramatiser ce mot « innovation »

Create such an environment that members of your team feel confident to propose even crazy ideas, keep open minded brainstorming, foster creativity. Stimulate them to ask questions on the problem/solution. Remember: there are no stupid questions.

Eine hohe psychologische Sicherheit fördert Innovationen. Psychologische Sicherheit heißt, dass Teammitglieder auch aussergewöhnliche oder scheinbar verrückte Ideen äußern können, ohne direkt bewertet, belächelt, herabgesetzt oder beschimpft zu werden. Deshalb sollten Führungskräfte neue Ideen nicht sofort bewerten, sondern erstmal begrüßen, auch wenn sie auf den ersten Blick absurd erscheinen.

Dans son rôle managérial, impulser et favoriser l'innovation est crucial pour maintenir la compétitivité et la croissance de l'équipe. Un manager efficace crée un environnement où les idées nouvelles sont encouragées et valorisées, en instaurant des espaces de dialogue ouverts et des séances de brainstorming régulières. Il est important de cultiver une culture de prise de risques calculés, où l'échec est vu comme une opportunité d'apprentissage plutôt qu'une faute. Le manager doit également allouer des ressources, du temps et de l'espace pour l'expérimentation, permettant ainsi à son équipe d'explorer de nouvelles approches et solutions.

1. Be empathetic. Put yourself in their shoes. Times of change or uncertainty are frustrating, stressful and often anxiety inducing. 2. Focus on what you can control. Encourage your team to do the same. 3. Adopt a team mentality. We're all in this together. 4. BE HONEST & transparent. Over share. Share everything you can. When there are details you can't share, say "I can't share all the details due to [x] but I'm sharing everything I can." 5. Explain the why. Help your team understand leadership rationale for changes or business case for uncertainty. 6. Discuss live. Bring everyone together as much as possible, and give people outlets to connect with you 1:1. 7. Get in the weeds. Learn how the change(s) impact your team day to day

Building trust when the workplace is uncertain is everything! Your team members will be honest and open with you about their challenges, their desires, and how you can help and support them when trust is present. When there is no trust within a team, it generates resentment, bitterness, and avoidance in the workplace. The best thing we can do as leaders is to reassure our peers, hold transparency with professionalism, and work to accommodate teams so the weight of the ambiguity lessens. Change and uncertainty are normal, and the more we treat it as an opportunity for growth and learning, while placing the needs of our team at the forefront, the more the team will have the capacity to maintain motivation during the ambiguity.

Nous vivions dans un monde VUCA/VICA (Volatile, Incertain, Complexe et Ambigu), nous sommes désormais dans un monde BANI/FANI (Fragilité, Anxiété, Non-linéarité, Incompréhensibilité). Cette modification du monde doit être pris en compte, et il est plus que jamais nécessaire de créer la confiance dans votre équipe. Vous ne devez pas oublier que la confiance est à double sens : votre équipe doit vous faire confiance, et vous devez faire confiance à votre équipe. Cessez de vouloir tout contrôler, vérifier. Prenez des décisions et appliquez les. Ayez confiance en vous. Fixez le cap ! Peu importe si une décision n'est pas bonne : il est toujours possible de changer. Pas de cap dans la tempête ? C'est le naufrage assuré.

Vertrauen aufbauen heißt, das zu tun, was man sagt und damit berechenbar zu sein. Seine Werte transparent machen und danach handeln, von anderen nichts verlangen, was man selbst niemals tun würde und Absprache einzuhalten.

Certa vez fui selecionado para liderar uma equipe técnica durante um processo de ativação de retorno de redes de TV a cabo. Essa equipe pertencia a uma terceirizada e tinha, se não o pior, um dos piores desempenho no processo. A princípio a rejeição foi inevitável, pois entre os dez havia um líder nato e percebi que deveria conquistar primeiro sua confiança, e assim o fiz. Logo, em sua companhia, fui me aproximando dos demais e consegui iniciar um trabalho em equipe. Já nas primeiras semanas eles relataram suas insatisfações, que eram justas. Levei à diretoria e tudo foi solucionado. Os profissionais eram ótimos e atingimos todas as metas estabelecidas. Qual o principal problema reclamado? Trabalhar em serviço de campo sem ticket refeição

It’s intriguing to me that none of the pillars nor the responses offered in this “Powered by [Gen]AI” topic refer to the customer. All of the above should apply to “the customer” as well as internal. If you over-rotate on internal focus during change, then the company and “the process” become the customer, which can lead to focus, communication, goals, etc. aimed at the wrong things. No matter how small or large the change is, how you manage the customer through it is what will allow stability through the change and even more, will differentiate you and your organization.

1- communication : culture de l'entité 2- Integration en équipe 3- encadrement, favoriser le travail d équipe 4- formation continue, polyvalence 5- évaluation, Reconnaissance et récompense 6- feedbacks et recherche d'amélioration continue

Silence is not agreement and agreement is not alignment… Validate with each person on the your team how aligned they are to the change, and if not fully aligned, what concern/barrier is preventing them from achieving alignment. Communicate as early as possible that the change is coming, every one needs a different amount of time to digest what they’ve heard and assess impacts.

Don't let negative outlooks anchor you and prevent you from moving forward. We know that people exist on a change curve, and sometimes the best way to lead your team during change or uncertainty is to be in the vanguard and move them forward. Movement tends to convert late bloomers more than anything else in my experience. It's still important to listen to the team as you move forward and ask critical questions along the way to ensure they are still rowing in the right direction. Have no doubt that what the team needs most is their feet moving below them in rhythm so they can see they are still on solid ground.