How can you ensure that team members feel heard during a change?

I believe communicating the "how" and involving the team in the "why" is important. Clearly articulating the reasons behind the change so that team members understand the purpose and rationale and thereby they will be more likely to feel valued and invested in the process. Seeking input from team members on how the change should be implemented is also important. This could involve brainstorming sessions, focus groups, or regular team meetings where ideas and suggestions are welcomed and considered.

Making your team members feel heard requires one's suppression of ego and pre-determined 'decisions. One should be willing to empathize with the team members (subordinates/peers) in the Change-decision-making process. Thy "Why" should not be constrained, as some may tell you 'why the change is not necessary' instead of the 'why it is'. Being open to both version of 'why' and allowing the logical replies to prevail will let them feel heard at the 'why' stage.

Every change is necessitated due to certain imperatives that may be based on current/ future challenges, opportunities and competitive environment. It is therefore crucial that team members understand the "need to change". Team members may have to be told multiple times. Some of them may have concerns, doubts, questions, opinions, and views. A leader may not be able to convince all of them every time. But it is important to make genuine attempts.

One of the greatest skills of a leader is knowing his team, having this skill makes management much easier. Leadership adapting to the needs of each professional and identifying each person's communication profiles, thus ensuring greater team engagement. You don't necessarily need to explain many times, but you do need to know what your team needs to know in order to have assertive and more efficient communication with your team.

La comunicación efectiva y la participación activa del equipo son fundamentales para una transición exitosa Mantén una comunicación empática, constante y abierta con el equipo durante todo el proceso de cambio. La participación activa es esencial: Involucra al equipo en la toma de decisiones y en la búsqueda de soluciones. La confianza y la seguridad son fundamentales: Crea un ambiente donde los miembros del equipo se sientan cómodos para expresar sus opiniones y preocupaciones. Al implementar estas estrategias, puedes asegurarte de que los miembros del equipo se sientan escuchados valorados durante el cambio, lo que a su vez aumenta la probabilidad de una transición exitosa.

This needs a little change in the approach. Most change are forced and this where the mistake is done. A better ownership n results are experienced when we involve everyone in the change process and divide responsibilities. The focus must be to explore not to force

As a transformational leader, I incorporate practices that inspire and motivate my team during times of change. I clearly communicate the purpose, benefits, and alignment of the change with our organizational vision, which helps ignite a shared sense of purpose. I encourage open dialogue, which empowers each team member to share their thoughts and concerns, fostering an environment of innovation and collaboration. By actively listening, validating emotions, and leveraging diverse perspectives, I drive collective growth and resilience. This approach not only helps navigate change effectively but also strengthens our collective commitment and adaptability.

While starting with "why" is critical, it's only half the battle. The real difference comes from making your team stakeholders in the "how." Ensure team members genuinely feel heard and valued during the change to make the transition smooth and effective. Take a page from Gallup’s book assign roles and responsibilities that play to their strengths, and recognize their contributions throughout the process. When you empower them to make decisions and address problems in their areas it not only boosts engagement but also reinforces the importance of their role, which builds trust and rapport on the team.

To be inclusive and to really involve people you need to first empathise with them. This is fundamental to bringing team members along with you on the journey.

Once you have grounded the team in why we are making the change, it is important to involve them in how the change will become a part of the day-to-day way that we work or do business. Often change efforts are focused on the tactical; effective change efforts also focus on the behavioral. Engage team members through: --Listening sessions, tapping into their knowledge about the norms that will either help or hinder the change --Champion networks, leveraging the early adopters, to influence others --Transparent communication, openly addressing concerns, celebrating wins, and rewarding behavior change

Desde mi punto de vista enfocarnos en el " que" está relacionada con generar confianza. Lo mejor es crear un ambiente propicio que permita espacios reflexivos, de entendimiento y de apertura. Esto sí que es poderoso para incentivar al cambio porque está comprobado que exigirlo nos da muy buenos resultados. Después de todo algo que muchos ignoran es que el cambio desde un principio es incómodo por ello hay que saberlo implementar .

Provide regular, constructive feedback on performance, focusing on areas for improvement and acknowledging achievements to help team members understand how they’re adapting to the change and areas where they can improve. Arrange for coaching sessions where team members can work one-on-one with a coach to develop specific skills or competencies to address individual concerns and barriers to adaptation.

Siempre escucha lo que quieren, proporciona el feedback necesario, céntrate en las áreas que pueden mejorar para crear un equipo unido y eficaz

I see a lot of people empowering their team members, but very few actually equipping them. Find the right balance of challenging people, but also ensuring they have what they will need to be successful. How they use the resources should be up to them, but having the resources should be up to us.

Facilitate team adaptation during change by prioritizing support. Equip them with resources, tools, and training for acquiring new skills. Provide feedback, coaching, and mentoring to enhance performance. Foster a safe, supportive environment encouraging open expression, shared experiences, and collaborative learning. Together, we navigate the journey of growth.

Be aware of projection. Projection occurs when we attribute our own feelings, thoughts, or attitudes to others. In my case, I might think a bit of uncertainty is OK, but I don’t have a family to support. If you’re anxious about losing your job you might say something like “I know we’re all worried about losing our jobs” which might land like a hand grenade if it’s the first time someone’s thought of it! To counteract projection, here are a few tips that I've found invaluable: Actively reflect on your assumptions, language and attitude. If it feels like common sense it’s probably a bias. Encourage open dialogues, active listening and seeking feedback. Find ways to learn and be the one who helps others understand your perspective.

I can't stress enough the value of getting to know the team members. Having a sense of where they are coming from is always helpful when people offer differing views. Take the time to learn about them as people, not resources. Take the time to share about yourself.

Actively seek out and listen to different viewpoints to gain a comprehensive understanding of the team's sentiments. Where possible, involve team members in the decision-making process. Appreciate that individuals may require different forms of support to adapt to the change. Offer tailored support mechanisms, such as training, mentoring, or flexible working arrangements, to address the varied needs of your team.

A simple check-in can go a long way. From a value based leadership perspective, being open about the change and what it can mean for different individuals is essential when fostering a comfortable environment.

𝐀𝐂𝐓𝐈𝐕𝐄 𝐋𝐈𝐒𝐓𝐄𝐍𝐈𝐍𝐆. 𝐖𝐡𝐞𝐧 𝐭𝐞𝐚𝐦 𝐦𝐞𝐦𝐛𝐞𝐫𝐬 𝐞𝐱𝐩𝐫𝐞𝐬𝐬 𝐭𝐡𝐞𝐢𝐫 𝐜𝐨𝐧𝐜𝐞𝐫𝐧𝐬 𝐨𝐫 𝐨𝐩𝐢𝐧𝐢𝐨𝐧𝐬, 𝐠𝐢𝐯𝐞 𝐭𝐡𝐞𝐦 𝐲𝐨𝐮𝐫 𝐟𝐮𝐥𝐥 𝐚𝐭𝐭𝐞𝐧𝐭𝐢𝐨𝐧. 𝐒𝐡𝐨𝐰 𝐭𝐡𝐞𝐦 𝐭𝐡𝐚𝐭 𝐲𝐨𝐮 𝐯𝐚𝐥𝐮𝐞 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐬𝐚𝐲 𝐛𝐲 𝐚𝐜𝐭𝐢𝐯𝐞𝐥𝐲 𝐥𝐢𝐬𝐭𝐞𝐧𝐢𝐧𝐠 𝐚𝐧𝐝 𝐚𝐬𝐤𝐢𝐧𝐠 𝐟𝐨𝐥𝐥𝐨𝐰-𝐮𝐩 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬.

Giving and receiving timely & specific feedback is key to growth. Please beware of passive aggressiveness or a complete lack of feedback. Both are toxic. Provide encouragement and deliver the critique with a sense of partnership. Ultimately, you should want to see the person succeed and therefore be cheering for them and want the conversation to inspire and challenge them. If that's not your perspective then you either have the wrong person or you are the wrong person to lead.

Be prepared to respond to the feedback received. This may involve adjusting the change strategy, providing additional support where needed, or simply acknowledging the team's concerns and explaining how they will be addressed. And always celebrate milestones. Reward encouraged behaviours.

While it is great to be heard (and that is valuable), if nothing ever changes as a result of team members being heard-then it is for naught. I find that often leaders will give the appearance of listening, yet with no intention of ever changing policies. I understand some things are unable to be changed, but even small preferences that could show the team members they are heard would make a huge difference in team trust.

Just because the 'microphone' is there, doesn't mean team members feel safe enough to jump on there (yet), here's 3 steps leaders can take to elevate psychological safety (it may feel ODD at first): 1. O-pen Up The Mic - "I want to hear from you" 2. D-rop In First - "I don't have all the answers" 3. D-on't Make It Personal - when feedback, questions, or challenging topics are raised - don't make them personal. It's not about you. Focus on what you can do differently.

Change cannot work without this ! Alongside the 'above the surface' elements of change (training, processes, reporting etc) there are all the unseen elements under the surface. How a leader talks about a change and how the leadership team all speak about it and behave around it is imperative to success. Of the many things the leader must do to successfully lead through change 'walking the talk' is probably the most important.

Make sure the WHY is clearly explained. People can’t use the gift of rationality if they haven’t been given the rationale. Admit your own confusion / uncertainty and fallibility and ask how they would like to see it done. Asking for solutions weeds out the criticism for criticism’s sake and focuses the conversation on moving forward.

Lead with authenticity during change. Demonstrate commitment and enthusiasm, showcasing your adaptability and learning journey. Transparently share challenges and coping strategies. Maintain consistency and accountability in actions and expectations. Embrace humility, openness to feedback, and a compassionate approach. Together, we navigate change with integrity and care.

Demostrar el compromiso con el trabajo es esencial, además como líder es necesario que el resto del equipo vea como tu trabajo también se realiza.

Listen. Even when you don't agree. Speak to those who will be in the firing line of change. Hear their views and take into consideration how your decisions will affect them. You may not change your mind but it might make reconsider your argument.

El líder del cambio, deberá crear un ambiente de confianza y seguridad en el equipo: * Mostrar empatía y comprensión: Reconoce las dificultades que el cambio puede generar y valida las emociones de los miembros del equipo. * Ser receptivo a las críticas: Escucha con atención las opiniones negativas y busca formas de mejorar el proceso de cambio. * Celebrar los logros: Reconoce y recompensa el esfuerzo y la colaboración del equipo durante el proceso de cambio. En consecuencia, motivar al equipo para que se adapte al cambio y mitigar el rechazo que genera el mismo.

Creating an environment of open communication and active listening, supported by regular check-ins and anonymous feedback, ensures team members are heard during change. Demonstrating empathy, involving the team in decisions, and celebrating their efforts contribute to a supportive atmosphere. For instance, in a recent software transition, the team's participation in tool selection and a virtual celebration bolstered morale. Similarly, during a recent reorganization, weekly virtual town hall meetings facilitated direct expression of concerns, enhancing transparency and alleviating anxieties.

One of the things I found useful in change management is the PCIHO framework of cultural change. We have found that when it comes to change, people usually fall into one of the following categories: - Pioneers - lead the change - Champions - suport the chage - Influencers - can turn people on to the change - Hesitators - they wait and see the results of the change before closing a side - Obstructors - they believe the change is wrong It is essential for leaders to know where people stand and help everyone make small steps in the direction of the change.

The Polarity Model for change communication (look up Nick Petrie Polarity on YouTube) is an easy and effective means for ensuring engagement in times of change. The order of communication goes: 1. Positives of stability - recognise the good things that already exist and demonstrate empathy for wanting things to remain the same 2. Negatives of changing - acknowledge that change will come with impacts, some of them 'negative' 3. Negatives of stability - point out the negative impacts of choosing not to change 4. Positives of change - highlight the positives that will come from a successful change I've tried this in a number of settings and the results are fantastic