A common mistake organisations going through change often make is to reduce comms at a time when employees actually need more. This usually happens because, for instance, the new org hasn't been finalised yet, or other details of the upcoming change haven't been confirmed. When leading through change, the balance of risks is that it is always better to engage in dialogue and acknowledge concerns when you don't have all the answers, than to not communicate whilst waiting until everything is 100% worked out. Otherwise the prevalence of uncertainty and people assuming the worst will always fill the gaps. It will then be harder work to undo the damage once the polished answers are ready to communicate.

Purpose of the change should be clearly communicated and made understood to the team. Leaders should provide an equal platform for all team members to express opinions and share ideas. Need to engage all team members in a manner that they feel they are an important part of the change

It’s always a human tendency to resist against a new change ! That’s a nature and there are certain ways that we can negotiate this : First transparency and frequent communication is very crucial Then the need of the hour would be to be a good listener and take a note of the concerns that comes out from this new change It becomes imperative that vision and goal need to be communicated across everyone that why this change is required and what it brings on the table And next plan is draw a roadmap as how we will plan to do the transition to this new change , like effective training programs/ Recognition Mechanisms/Feedback Surveys etc which will help in fostering a culture to help in a smooth transition

Clear and frequent communication is key to alleviating team stress during change. Addressing concerns, providing updates, and fostering dialogue cultivates understanding and buy-in. Encouraging feedback ensures a supportive environment where team members feel heard and valued.

As leaders, we should guide our teams empathetically when facing a major change. In my opinion there are 3 things to always keep in mind: 1. Benefits First: Highlight positive aspects of the change. 2. Listen Actively: Understand concerns and validate emotions of your team. 3. Two-Way Dialogue: Encourage feedback and address fears.

Help them see thru the problem statement and probable solutions to it... Handhold them and be there as a springboard for them.. Celebrate failures as a team....

I was involved in an organizational change where we had to transfer staff from another location to the head office. One thing that I learned was that those affected by the move had to not only deal with the change to their work environment but also deal with changes to their existing carpool arrangements and in some cases, coordinating daycare drop off/pickups. It's therefore important to keep in mind that employees are not the only ones directly affected by the change. Develop your change management approach in such a way as to consider the impact on individuals external to the company (family and close friends).

Teams succeed when individuals have confidence / permission to experiment, fail, learn and redo (without failing on same issues). Never waste a crisis and never let a crisis waste you !!

Effective change management is crucial to avoid stress caused by poor communication and inadequate change absorption. To help managers know the impact from people's perspectives, a few tips are - Devise a well-thought-out plan with an emotional quotient in mind. - Stick to the plan and prioritize it to ensure successful implementation. - Address the fear factor associated with change through open dialogue and proactive communication. - Identify change advisors within the team and leverage their expertise to counsel team members. - Conduct sessions or dialogues with senior leaders for distributed teams. Empathy is essential in handling such situations, and the person dealing with the individual should be certified in emotional intelligence.

A collaborative effort will engage people in the change, and in the identification of potential issues and solutions. People are far less likely to resist change that they have helped to create. It is necessary to empower and involve people during the change management process.

Training and coaching is the best tool for upgrading ourself. As you know change allows you to explore new things and learn from different experiences. It will help you grow as a person and also in a professional way as you can understand more about yourself, your limits, and your desires, your weakness and based on that you implement the required change in your routine,

Offering training and coaching tailored to the specific challenges of the change can equip team members with the skills and resources needed to adapt successfully. From learning new technologies to developing resilience strategies, investing in professional development demonstrates a commitment to supporting individual growth and success amidst change. In my experience, access to targeted training and coaching has been instrumental in helping our team navigate transitions effectively and build resilience in the face of uncertainty.

At times changes can be tougher in mind and perceptions than in reality so the reason and impact of change have to be communicated very effectively. Once "Why" is clear then focus should be on "What" is going to change with clear expectations. Then Focus should be on "How" which should cover the plan and support required from each individual to reduce anxiety but build confidence in people to come forward.

The Prosci model recommends that employees want to hear about the business reasons for change and the consequences of maintaining status quo from the top leadership however, they look up to their immediate managers to explain what the change would mean for them. As a Manager leading change, your communication responsibilities extend beyond providing project status updates and include anticipating and managing emotions of your team. That means you need to focus their attention to helping people see what’s in it for them (WIIFM). Actively listen, look for signs of emotional barriers i.e does the new way of doing things goes against someone's personal values; motivation; would it increase their workload. Then work to mitigate the fears.

To show empathy and support, it's important not to minimise the emotional cost of change. Every major change has a cost, and it's easier to overestimate the benefits and minimize the losses to better "sell" it internally, to the team. We don't often hear about the feeling of vulnerability or the loss of precious links in a team that is exposed to a change. Identifying and working on these two components helps to create support among the team, rather than a false loyalty to the team's new objectives.

Facing major changes can be really tough, but as a leader, you can make a big difference by offering empathy and support to your team during this challenging time. Start by acknowledging their feelings and concerns, letting them know that it's okay to feel stressed or uncertain. Create an open and safe space for them to express their emotions and share their thoughts. Listen actively and validate their experiences, showing that you understand and care about what they're going through. Offer reassurance and encouragement, reminding them of their strengths and capabilities to adapt and overcome obstacles. Provide clear communication about the changes ahead, including what to expect and how it will impact them. Lead by example!

Providing frontend coaching and mentoring on how to manage change and the stress that can come with it, shows that you recognize and empathize with an unforeseen need and that you want to support your team through your coaching efforts. Team huddles and meeting can be used as a teaching tool for showing your support to the group as well as one on one leadership. Showing empathy and support shows that you are concerned for their overall well being.

Reminders that there are company provided resources to help provide self-care and wellness can be a very positive tool when confronting change. By reminding the team of other resources, you are showing that you are concerned and care which helps build trust and rapport.

There are plenty of things you can do: - Remind your team of the bigger picture. Yes we might miss our target this week, but let's not break our backs today when we can still win the month. - Be an example. If you as a leader are able to set boundaries, disconnect on your PTO, and express your needs then so can they. - Encourage collaboration. Rearrange priorities to put the biggest wins first (and celebrate those wins when they occur). Understand your team's workload so you can ask individuals to step in to lighten the load as needed.

Not only should you encourage self-care and wellness, you should model it for your team. Demonstrate to them that you also value your own self-care and in that you are a better leader. Self-care during business hours should be encouraged in the form taking breaks, enjoying lunch away from your desk. Employers should remind staff of their benefits - Employee Assistant Programs, Health benefits, paid time off and other forms of time away from the workplace, etc. Feedback I have received from team members is that self-care is best served out of the office and away from colleagues with whom they often spend more time around than their own family/friends.

Promoting self-care and wellness practices is vital for preventing burnout and fostering resilience within a high-performance team. Emphasizing work-life balance, encouraging breaks, and supporting healthy habits can help team members maintain their well-being during periods of intense change. In my team, implementing wellness initiatives such as mindfulness sessions, fitness challenges, and flexible work arrangements has been instrumental in supporting overall well-being and managing stress effectively.

It's essential to consider the individual needs and preferences of team members and tailor support strategies accordingly. Recognizing that everyone responds to change differently and offering personalized support can empower each team member to manage stress effectively and thrive in the face of challenges. Additionally, fostering a culture of openness, resilience, and adaptability can help the team navigate change more effectively and emerge stronger on the other side.

Face it head-on! Have each one identify what they are most worried about for the project. If the overall culture is supportive and healthy, the team can work together for solutions and check in with one another as the project progresses. If not, the leader can then work directly with each team member implementing the points already identified in this article.

Helping your team manage stress during a big change involves several strategies. Encourage open communication so team members feel comfortable expressing their concerns. Provide resources such as counseling services or workshops on stress management techniques. Encourage breaks and time for self-care. Lead by example by managing your own stress effectively and remaining calm and supportive throughout the transition. Additionally, recognize and celebrate achievements along the way to boost morale and motivation.

Stress often seeps in whenever there is a substantial change in the working of the team be it in terms of scope, decision-making, team structure, etc. In my previous role, when the project timeline was reduced from 19 to 17.5 weeks, I managed the team members' hesitations by clearly communicating the overarching goal behind the shortened timeframe, i.e. cost-savings and competitive advantage. The next step was to acknowledge the challenges encountered by the team and provide them with support in terms of resources. Though one might be leading the project, it is okay to not know all the answers. So, it is pivotal to leverage the team's expertise & establish a feedback pipeline to craft the best way forward, ensuring maximum buy-in.

Managing change and the stressors that come with it, begins with reminding and mentoring your team that change is life, the weather changes, the time changes, the seasons change and to accept these changes as part of life both inside and outside of the workplace. The real stress comes from fighting the change rather than accepting it as the natural ebb and flow of life. Daily reminders in team huddles or weekly meeting of how everything continues to change and how to navigate these changes help prepare teams for the inevitable change that will come. Preparing for changes in this manner provides a foundation for all the changes that we encounter during our lifetime, whether at work, home or play!