Veja como você pode efetivamente liderar iniciativas de mudança alavancando a inteligência emocional.

Gaining not only rational engagement, but also EMOTIONAL engagement with change is vital to its success. Humans are emotional animals, that while capable of rational thought, are largely driven by our emotional resonance around ideas and people. Give people a reason to care about a change. Clearly articulate why this change is meaningful and important. Allow space for resistance, and don't assume that first emotional response is the only one. Check-in and follow up regularly and ask open questions like "what would make this really matter to you?", "what information do you feel you are missing?", and even "how do you feel about this change?". It's much easier for people to engage in change once they feel seen and heard.

Recognize that different employee personas will experience different emotions. While one persona may feel uncertainty or anxiety, another persona may feel excitement. Tailor communications and training to different employee personas to empathize and gain trust.

In order to effectively lead change the first step is to recognise and understand the emotions of your team. Change can bring a lot of emotions with it like anxiety, stress and resistance. It is so important to be understanding and offer support when it is necessary. Be sensitive to your team's emotional signals and adjust your communication in order to support their concerns. You must actively listen to your team and provide them with a comfortable and positive environment.

Clear communication is an important skill within every walk of life, yet it is a cornerstone of successful change management. You must be selective with your words in order to convey the best message whilst acting emotional intelligent too. You must be open to feedback and demonstrate a willingness to adjust your approach based on the emotional feedback you receive.

Communicate the benefits of the change as it directly relates to the people to whom you're communicating. Most change communication comes from up high and only talks about the benefits to the organization. Using emotional intelligence, figure out how the change will directly impact those to whom you're talking and how it will make their lives better/easier/more fulfilling, etc. Change is easy to embrace when people understand why it's happening and the positive impact directly on them.

I think sometimes it is important to say you will be transparent about what you cannot be too transparent about. Explaining why confidentiality matters demonstrates integrity but it also has to be genuine. People will know when it’s not. It’s ok to say it is difficult to say something but it has to be done anyway - people will relate to that. In times that are hard and while navigating through change that is difficult, we have to make sure we also acknowledge that human side. In doing so, we must always respect that we are a business with a job and a company to keep running. In my industry it is about patients - without them there is no “why”. Trust matters even when it may not be a message you want to hear.

Change isn't always a clear journey from point A to point B; it's a process with many significant in-between stages. Each step along the way is vital in reaching the ultimate goal. It's essential to celebrate these milestones by acknowledging the individuals who have contributed to progress. Recognize that this transitional period can be uncomfortable, and the results may not be immediately obvious. Offer support and understanding, especially if there's a relapse into old habits or processes. As both a leader and a teammate, take equal responsibility for both successes and failures, fostering a culture of accountability and collective growth.