When managing organizational changes, leaders can focus the majority of their time on planning and executing the change and a much smaller portion of their time on preparing and engaging their people.  Some leadership models do not encourage transparency and engagement, leaders may avoid what they believe will be difficult conversations, as long as they can.

Just the opposite is true, engaging your team as early as possible (and before rumors start) can deliver a great return – and make a difference in the team’s focus and productivity.  It can also retain valuable talent during and after the transition.

• You Have to Know Them – their skills & capabilities, interests and aspirations, level of commitment, and the extent of their willingness & flexibility.
• You Have to Tell Them – share what is changing and why — and more importantly what your organization hopes to achieve as a result. Their immediate concern will be how it will impact them – sometimes you won’t have all the details, explain the process that will be used and when you expect those decisions will be made.
• You Have to Hear Them – listen carefully to their words (or absence of them) and the emotion behind them (often fear and anxiety); re-state what you’ve heard for understanding, acknowledge their concerns and their emotions, and respond with honesty & compassion to set expectations.
• You Have to Involve Them – ask for their help in designing new solutions or solving problems, it demonstrates value for their experience at a time when they may feel uncertainty.

. . . And They Should Know What To Expect from You . . . the best way to position your team for change is to build a culture of trust and respect for your leadership every day.

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