Here's how you can showcase your ability to manage and lead change in your organization.

Creo que el liderazgo de hoy es de influencia y es el que logra realmente inspirar. Para lograr esto tengo algunas sugerencias .se consistente entre lo que dices y hablas .valora los compromisos y cúmplele a tu gente . Se honesto y permite que te hablen directamente . Rodéate de gente diferente y ojalá mejor que tu

Embracing a vision during times of change is pivotal, yet unattainable without a structured communication process. Clear and impactful communication is essential, driving buy-in and action across the board. Connect the Vision to Values: Ensure that the vision is not just seen as a strategic goal but a fundamental part of the organisation's identity and purpose. When employees understand how the vision aligns with the organisation's core values and principles, they are more likely to embrace it wholeheartedly. Create a Sense of Urgency: Explain the risks of staying stagnant and the opportunities that the change presents. Motivate employees to actively engage in the change process and commit to its success.

Clarifying the vision through continuous communication through the organization’s channels and in daily activities, which is essential for enhancing awareness and understanding and supporting the vision of change and can reduce the risks of misunderstanding that may hinder change efforts.

The word 'showcase' can be quite tricky and you need to understand what it means in the context of your company—mainly aligning with the company values and culture as close as you can. This means that if your company cherish collaboration and co-creation over individualism and fierce competition, you would rather strategize around 'embodying leadership' everyday, rather than putting up a show. As employees we need to be very careful not to send out a wrong message. Same happens if we're a managers or directors, we need to be very diligent about what to prize and recognize, at the expense of possibly losing ours team and fostering unwanted work environments. Embrace vision, align smart.

A global leader is defined as “an individual who inspires a group of people to willingly pursue a positive vision in an effectively organized fashion while fostering individual and collective growth in a context characterized by significant levels of complexity, flow and presence” Mendenhall et al., 2012, p. 500). A leader's optimism plays an important role in communicating a "positive vision", even when cultural or language barriers exist, as they often do for global leaders. If we cannot see where we are going, if we convey a pessimistic vision, or if we hesitate in our steps, the faith and confidence of those who follow will suffer. Leaders have a duty to be optimistic and surefooted.

Beyond just effective communication, it’s crucial to engage stakeholders early in the process. Involve key team members and decision-makers in the initial planning stages. This fosters a sense of ownership and ensures that their insights and concerns are integrated into the change strategy from the start. Early engagement helps build trust and buy-in, making the implementation smoother and more accepted. Plus, it allows for a more diverse range of perspectives, which can lead to more innovative solutions and a more comprehensive approach to the changes being implemented.

Know your audience. Effective communication is not solely about what you as a leader say and do. It is also about how your communication is received and acted upon by your team. The same speech, dialogue, email, multichannel network or huddle may motivate one team but not another. Getting to know your audience takes different forms whether you lead many or few. Ask what's worked and what do people prefer.

Effective communication can reduce resistance to change by 20-30% (Source: Harvard Business Review). The brain processes visuals 60,000 times faster than text. • Use multiple communication channels, including emails, video messages, and live Q&A sessions, to ensure everyone receives and understands the information. • Try regular “change check-ins” where team members can ask questions, voice concerns, and provide feedback. Use infographics and visual aids to make complex information more digestible.

La colaboración es la base de un equipo de alto desempeño. Genera acciones de equipo, busca innovar, amplifica las voces que se escuchan menos y pide retroalimentación constante.

Two tools that I use to foster collaboration include focusing on contributions and keep track of teamwork. For example, it is important to hear every voice. Try a pre-assigned problem and then a timed round table reveal of thought everyone's thoughts on the problem. where every is limited by time to make their contribution from their role POV and yet must complete the whole time. Another tool keeps track of collaborative efforts on a leaderboard so that it happens.

Collaboration increases neural activity in areas of the brain associated with social bonding and problem-solving (Source: Journal of Neuroscience). Teams that collaborate well are 5 times more likely to be high-performing. • Create cross-functional teams to bring diverse perspectives into the change process. Encourage collaborative problem-solving sessions. • Use collaboration tools like Slack, Trello, or Miro. Organize virtual brainstorming sessions to generate innovative solutions and build team cohesion.

While leading by example is crucial, don’t forget to celebrate small wins along the way. Acknowledging incremental progress keeps the team motivated and focused on the end goal. Highlight achievements, no matter how minor they may seem, to maintain a positive momentum. This approach not only boosts morale but also reinforces the benefits of the change. Celebrations can be as simple as a shout-out during meetings or a team email recognizing individual contributions. By celebrating small wins, you create a culture of appreciation and encouragement, making the overall change process more enjoyable and engaging for everyone involved.

Leading by example is a highly effective, yet often underrated, approach to leadership. To inspire and set clear expectations for your team, you must first embody the qualities and behaviors you want them to exhibit. Your actions set the standard, and if you conduct yourself poorly, your team will likely follow suit. By being a role model, you send a strong message about how you expect your team to behave. Demonstrating the desired qualities not only inspires your team but also clearly communicates your expectations. It's important to remember that your behavior directly influences your team's conduct. To cultivate the attributes you want to see in your team, you must consistently demonstrate those qualities yourself.

Leading by example also means providing an example that is relevant to your team. Don't just model being on time. Tell your team how you juggle your morning to be on time. Ask what they do to keep on time. Foster a culture of listening and learning so your team does the same.

Mirror neurons in the brain cause people to mimic the behaviors of their leaders (Source: Neuroscience of Leadership). Leaders who model the desired change behaviors increase the likelihood of successful change by 30%. • Demonstrate commitment to the change by being the first to adopt new processes and behaviors. Share your experiences and challenges openly with your team. • Create a “change champion” program where leaders and employees who exemplify the desired behaviors are recognized and rewarded. This can inspire others to follow suit.

There is one thing that is constant in this world and that is... change! Having high levels of career adaptability has been linked to reduced levels of stress and increased job satisfaction too. Innovators, early adopters, and even the early majority of new technology adoption should be rewarded to foster an adaptable culture (see Everett Rogers diffusion of innovation theory, 1962).

Adaptability is one of those areas that scares many team members because it can mean uncertainty about tasks, livelihood and the future. A well rounded team needs both risk adverse and risk tolerant members. Leadership cross training encourages adaptability by both types. Everyone has an assigned job role but everyone learns how to lead and how to be a soldier. Systems are more responsive when they can be quickly rearranged to target a specific goal.

Nothing says "I value you." more than a dedicated program of investing in each team members' skill development. This includes both what you would like them to learn and what they view as important as well.

As a leader, I am in the business of creating lucky breaks for others. But I also need to ensure I remain externally open to make it safe for others to share their passions and purposes. Investing in the long-term well-being of the team can be launched through what is known in leadership as the "Pygmalion effect". The Pygmalion effect occurs when a leader holds high expectations of their subordinates. Regardless of the onset skills and abilities of the subordinates, when a leader holds high expectations, the subordinates generally end up rising to meet the leader's high expectations. Holding low expectations for your team can be detrimental.

Most employees fear change and the consequences that it will cause, which may affect their jobs, their paths in professional development, the importance of managing organizational change becomes clear to us,which will ensure that changes occur smoothly and flexibly within the organization and reduce the costs of change in terms of time and resources,in addition to preparing employees to be ready for it,The management process has been carried out effectively and will result in a number of benefits for the organization, the most important of which are the following: • Improve communications. • Increase productivity. • Reducing stress . • Improving employee morale and developing their skills. •Create a more positive work environment.

It's also vitally important for a change leader to build a change toolkit (and constantly add to it). A few tried & tested tools can save a lot of time and reinventing the wheel. For example, some that I've found invaluable: - The Beckhard-Harris Change Model (DxVxF>R) - helps to get the change messaging right - Stakeholder Analysis & Catalogue of WIIFM Benefits - The Commitment Chart (also from Beckhard) - The good old Forming-Storming-Norming-Performing model for change within teams. It's important in a change process to conceptualise (and communicate) what's going on when it gets messy, and these tools give us mental models to aid that aspect of leading & managing change.