Votre équipe est confrontée à une résistance au changement. Comment pouvez-vous aider les employés aux prises avec de nouveaux processus ?

People often need to weigh-in to buy-in. Allowing individuals impacted by a change to engage in an open and honest dialogue about what's coming can be incredibly impactful. It empowers them to understand and appreciate the "why", "what", "who", and "how" behind the change. Addressing concerns head-on tends to ease any frustration or apprehension, paving the way for a smoother transition. From my experience, dedicating time to these conversations early on often results in saving much more time and avoiding complications later. Involvement is key to commitment.

Change can be daunting, and it’s natural for employees to feel fear when faced with new processes. It’s essential to acknowledge this fear and understand its roots. Is it fear of the unknown, fear of failure, or perhaps fear of additional workload? By identifying the specific concerns, you can address them directly. →𝑪𝒐𝒏𝒅𝒖𝒄𝒕 𝒂 𝒔𝒖𝒓𝒗𝒆𝒚 𝒐𝒓 𝒂 𝒇𝒐𝒄𝒖𝒔 𝒈𝒓𝒐𝒖𝒑 𝒅𝒊𝒔𝒄𝒖𝒔𝒔𝒊𝒐𝒏 𝒕𝒐 𝒑𝒊𝒏𝒑𝒐𝒊𝒏𝒕 𝒕𝒉𝒆 𝒆𝒙𝒂𝒄𝒕 𝒇𝒆𝒂𝒓𝒔 𝒂𝒏𝒅 𝒄𝒐𝒏𝒄𝒆𝒓𝒏𝒔. 𝑻𝒉𝒊𝒔 𝒘𝒊𝒍𝒍 𝒏𝒐𝒕 𝒐𝒏𝒍𝒚 𝒔𝒉𝒐𝒘 𝒆𝒎𝒑𝒂𝒕𝒉𝒚 𝒃𝒖𝒕 𝒂𝒍𝒔𝒐 𝒑𝒓𝒐𝒗𝒊𝒅𝒆 𝒗𝒂𝒍𝒖𝒂𝒃𝒍𝒆 𝒊𝒏𝒔𝒊𝒈𝒉𝒕𝒔 𝒊𝒏𝒕𝒐 𝒉𝒐𝒘 𝒕𝒐 𝒕𝒂𝒊𝒍𝒐𝒓 𝒚𝒐𝒖𝒓 𝒄𝒉𝒂𝒏𝒈𝒆 𝒎𝒂𝒏𝒂𝒈𝒆𝒎𝒆𝒏𝒕 𝒔𝒕𝒓𝒂𝒕𝒆𝒈𝒚.

1. Communication: Explain reasons behind changes clearly and address concerns empathetically. 2. Training: Provide comprehensive training tailored to individual needs. 3. Support: Offer ongoing support through mentors or resources. 4. Feedback: Encourage feedback and incorporate suggestions where feasible. 5. Celebrate Success: Recognize and celebrate milestones to motivate adoption.

Creating a comprehensive change management plan and strategy including all stakeholders impact by the change helps people in your organisation struggling with change. By keeping these people involved in the discussions by highlighting what's in it for them helps foster the right environment for landing key change. This may lead to the employees themselves becoming advocates for change for their respective areas. Listen to the fears and see what mitigation can be put in place to reduce or mitigate the fear factor or unknown.

I worked on a project that involved implementing flexible working hours to replace previously fixed working hour contracts. This change affected various groups of people: long-serving employees, young employees, new hires, and older employees. Everyone responded differently to the change, and there was resistance. Here is how people responded: - Attempting to bribe - Talking their way out of it - General panic - Expressing unhappiness - Concerns about care responsibilities What I learned was that most people were primarily concerned about how the change would impact them. They did not want to disrupt the stability of their lives. However, providing a time and place for them to voice their concerns was enough to turn fear into cooperation.

Start by having open discussions about the changes and address the specific fears your team may have. It’s important to listen actively and validate their feelings. By showing that you understand their perspective, you can build trust and make them feel supported during the transition.

📢 Clarity is the antidote to confusion. When introducing new processes, clear communication can make a significant difference. Explain the ‘why’ behind the change, the ‘how’ it will be implemented, and the ‘what’ is expected from each team member. →𝑪𝒓𝒆𝒂𝒕𝒆 𝒂 𝑭𝑨𝑸 𝒅𝒐𝒄𝒖𝒎𝒆𝒏𝒕 𝒕𝒉𝒂𝒕 𝒂𝒅𝒅𝒓𝒆𝒔𝒔𝒆𝒔 𝒑𝒐𝒕𝒆𝒏𝒕𝒊𝒂𝒍 𝒒𝒖𝒆𝒔𝒕𝒊𝒐𝒏𝒔 𝒂𝒏𝒅 𝒄𝒐𝒏𝒄𝒆𝒓𝒏𝒔. 𝑫𝒊𝒔𝒕𝒓𝒊𝒃𝒖𝒕𝒆 𝒊𝒕 𝒘𝒊𝒅𝒆𝒍𝒚 𝒂𝒏𝒅 𝒆𝒏𝒄𝒐𝒖𝒓𝒂𝒈𝒆 𝒇𝒆𝒆𝒅𝒃𝒂𝒄𝒌 𝒕𝒐 𝒆𝒏𝒔𝒖𝒓𝒆 𝒆𝒗𝒆𝒓𝒚𝒐𝒏𝒆 𝒖𝒏𝒅𝒆𝒓𝒔𝒕𝒂𝒏𝒅𝒔 𝒕𝒉𝒆 𝒏𝒆𝒘 𝒑𝒓𝒐𝒄𝒆𝒔𝒔𝒆𝒔.

| The reasons for this change and the benefits to be gained should be revealed through open communication. The issues in which employees can contribute and their roles should be determined, and their active participation should be ensured. Feedback on progress should be provided regularly. It should be clearly stated that the changes to be made will not pose a threat to them and that they will take part in this change. Employees should be appreciated and rewarded for their contributions.

When leaders communicate clearly, they ensure that everyone understands the reasons behind the change, the expected outcomes, and their role in the process. Clear communication also involves transparency, where leaders openly share information, address concerns, and provide updates regularly. This transparency builds trust and reduces uncertainty among employees, fostering a more supportive and collaborative atmosphere. Additionally, clear communication includes listening actively to employees' feedback and questions, ensuring that their voices are heard and valued throughout the change process.

📚 Training is a critical component of easing the transition to new processes. It empowers employees with the knowledge and skills they need to succeed. Ensure that the training is comprehensive and accessible. →𝑶𝒇𝒇𝒆𝒓 𝒂 𝒎𝒊𝒙 𝒐𝒇 𝒕𝒓𝒂𝒊𝒏𝒊𝒏𝒈 𝒇𝒐𝒓𝒎𝒂𝒕𝒔, 𝒔𝒖𝒄𝒉 𝒂𝒔 𝒊𝒏-𝒑𝒆𝒓𝒔𝒐𝒏 𝒘𝒐𝒓𝒌𝒔𝒉𝒐𝒑𝒔, 𝒐𝒏𝒍𝒊𝒏𝒆 𝒄𝒐𝒖𝒓𝒔𝒆𝒔, 𝒂𝒏𝒅 𝒔𝒕𝒆𝒑-𝒃𝒚-𝒔𝒕𝒆𝒑 𝒈𝒖𝒊𝒅𝒆𝒔, 𝒕𝒐 𝒄𝒂𝒕𝒆𝒓 𝒕𝒐 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒕 𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈 𝒔𝒕𝒚𝒍𝒆𝒔.

Effective training ensures that employees have the knowledge and skills required to adapt to changes successfully. It begins with assessing the specific needs and learning styles of employees to tailor training programs accordingly. Clear objectives and outcomes should be communicated to participants, along with practical demonstrations and hands-on exercises to reinforce learning. Ongoing support should be offered post-training to address any challenges or questions that arise during the transition period. By investing in comprehensive training, organizations empower their employees to confidently navigate change, enhancing overall productivity and fostering a culture of continuous learning and improvement.

Ein Grund für Widerstand ist, dass Menschen die Fähigkeiten fehlen, sich auf die Veränderung einzulassen. Bei der Einführung einer neuen Software sollte es deshalb immer möglich zeitnah Schulungen geben, wie mit der neuen Software umzugehen ist. Je nach Zielgruppe und Menge der zu schulenden Menschen kann es von Workshops, Tutorials bis hin zu 1:1 Coachings reichen.

👐 Support goes beyond training; it’s about being there for your team when they encounter challenges. Establish a support system where employees can seek help without hesitation →𝑺𝒆𝒕 𝒖𝒑 𝒂 𝒎𝒆𝒏𝒕𝒐𝒓𝒔𝒉𝒊𝒑 𝒑𝒓𝒐𝒈𝒓𝒂𝒎 𝒘𝒉𝒆𝒓𝒆 𝒆𝒙𝒑𝒆𝒓𝒊𝒆𝒏𝒄𝒆𝒅 𝒕𝒆𝒂𝒎 𝒎𝒆𝒎𝒃𝒆𝒓𝒔 𝒄𝒂𝒏 𝒈𝒖𝒊𝒅𝒆 𝒐𝒕𝒉𝒆𝒓𝒔 𝒕𝒉𝒓𝒐𝒖𝒈𝒉 𝒕𝒉𝒆 𝒄𝒉𝒂𝒏𝒈𝒆. 𝑻𝒉𝒊𝒔 𝒏𝒐𝒕 𝒐𝒏𝒍𝒚 𝒑𝒓𝒐𝒗𝒊𝒅𝒆𝒔 𝒔𝒖𝒑𝒑𝒐𝒓𝒕 𝒃𝒖𝒕 𝒂𝒍𝒔𝒐 𝒇𝒐𝒔𝒕𝒆𝒓𝒔 𝒂 𝒔𝒆𝒏𝒔𝒆 𝒐𝒇 𝒄𝒐𝒎𝒎𝒖𝒏𝒊𝒕𝒚.

Support can take various forms, including emotional support to address concerns and alleviate anxiety, practical support such as training and resources to acquire new skills, and logistical support to manage any challenges arising from the change process. By demonstrating empathy, actively listening to employee concerns, and providing timely assistance, leaders can foster a supportive environment where employees feel valued and motivated. Encouraging teamwork, collaboration, and open communication further enhances the support network within the organization.

Incentives can come in various forms such as monetary rewards, recognition, career advancement opportunities, or additional perks. These incentives should be aligned with the goals of the change initiative and tailored to appeal to the interests and motivations of employees. By offering incentives, organizations can encourage participation, engagement, and commitment to embracing new processes. This not only enhances morale and job satisfaction but also reinforces a positive organizational culture that values adaptation and continuous improvement. Effective implementation of incentives can ultimately contribute to smoother transitions and increased success in achieving organizational objectives.

Creating incentives does not make any sense at all. This is dressage. People will, if they accept, just do what ever necessary to fulfill the incentive. Treat them as adults and let them participate in "organizing the change". This will reduce resistance and accelerate change.

1. Set Clear Metrics: Establish specific indicators to measure the adoption and impact of the new processes. These could be performance metrics, compliance rates, or usage statistics. 2. Regular Check-Ins: Schedule frequent meetings or reviews to discuss progress, challenges, and gather feedback directly from those affected by the changes. 3. Feedback Loops: Implement a system where employees can regularly provide their insights or concerns about the new processes, making it easy for them to contribute. 4. Adjust and Iterate: Use the data and feedback collected to refine the processes 5. Celebrate Milestones: Recognize and celebrate when milestones are achieved in the adoption process.

Uma mudança organizacional é o resultado de pequenas mudanças individuais. Por este motivo, é tão importante acompanhar a curva de adoção da mudança estabelecida individualmente, seja por VP, diretoria ou departamento. Primeiro, estabeleça critérios de avaliação e sucesso - este é o motriz para monitorar seu progresso. Segundo, certifique-se de que o motivo da mudança esteja claro para todos, e destaque os benefícios a nível organizacional e individual que a transformação vai proporcionar. Terceiro, garanta que suas sessões de capacitação sejam acessíveis e incluam materiais de suporte após os treinamentos. Por fim, mostre como as pessoas da sua empresa estão sendo bem-sucedidas com a mudança e reforce os comportamentos desejados.

As a change agent, constantly communicating the "why" is critical. We should discuss why the change is needed and how we, as a team, can support it.

Clarity is vital when introducing change. Resistance often arises from ambiguous communication, especially when the rationale for the change and its advantages aren’t clearly expressed. It’s crucial for team members to fully understand how this change directly affects their present priorities. Clear, continuous communication fosters understanding, which can lead to team member buy-in and greater support of the change. Most of all listen to the feedback received and create a strategy to address team member concerns. Ensure team members feel heard, as a common concern during change is the perception that leadership is indifferent due to a lack of active listening.