Comment pouvez-vous aider les membres de l’équipe à se sentir dépassés par le rythme du changement organisationnel ?

I run a fast growing business that has reach multi-billion dollar scale in less than 5 years time. Lot’s of people find it hard to keep up with the tremendous pace of our growth and activity, and all the variegated responsibilities of our 60 board seats and companies, and the thousands of professionals contained therein. The key is to listen. You don’t need to have all the answers, you just need to be kind, compassionate, and understanding. Once you build rapport with people, then you can far more easily work constructively with them.

Change may create uncertainty among some employees. For others, change is welcomed positively. Leaders may leverage that positivity and create professional development opportunities for those who thrive on change, such as coaching and mentoring them in personnel management to complement their technical expertise. Allow them to lead, train and upskill their teams. Ensure communications are transparent.

As a leader, it's essential to maintain open lines of communication, creating a safe space for team members to express their concerns and uncertainties. Clarifying expectations and priorities helps alleviate ambiguity, enabling individuals to focus on essential tasks. Providing necessary resources, whether through training or additional support, empowers team members to adapt effectively. Encouraging self-care and promoting work-life balance fosters resilience, while leading by example demonstrates confidence in navigating change. Regular check-ins to monitor wellbeing and offer personalized assistance ensure that team members feel supported and valued throughout the transition process.

One of the most important things a leader can do is create a trusting environment where transparency is key. This starts with you setting the example by being honest with your employees about the impacts, good or bad, of any change in the company. You must walk the talk on the importance of taking care of themselves by participating in activities that promote physical and mental well-being. -

Leaders can start by understanding employee needs via surveys, conversations or focus groups. They then need to become the change they wish to see. When leaders hold conversations around the topic of well-being, deliberately and consciously prioritize their own health and well-being, and show interest in others, it creates a massive momentum for change that can be emulated by others throughout the firm. -

Do what’s necessary to make decision-making across the business efficient and restore well-being. Establish norms with your team to manage the collaboration activities in their sphere of influence. Challenge whether the initiative needs your involvement or if it adds time and complexity. Be selective about who should get involved. More is not better

Foster team resilience during organizational change by following these guidelines: Encourage Growth Mindset: Emphasize opportunities that arise from change, such as skill enhancement and process improvement. Celebrate Small Wins: Acknowledge progress, boosting confidence and maintaining momentum throughout the change process. Promote Adaptability: Cultivate a culture that sees challenges as manageable and integral to professional growth. Provide Support: Reassure your team, offering guidance and resources throughout the transition. By implementing these strategies, help your team develop resilience, enabling them to thrive in a dynamic environment.

Leaders can implement strategies that will allow employees to pivot with the changes internally as well as balance their wellness. Check-ins and one-on-ones are important so that leaders can gauge feedback from their employees and see if they are adapting to the changes in a positive manner that will produce positive business outcomes

The stronger your team holds on to old mindsets and the previous ways of working, the more difficult change will seem. Teaching your team members to let go of the HOW and embrace the WHY allows change to be viewed as an opportunity instead of a challenge. You must also allow your team to be involved in the solution so they can see themselves in the strategy. Seeing yourself will enable you to be a part of the solution instead of an order taker or victim of a decision.

If team members are feeling overwhelmed by the rate of change, leaders must recognize the need to pause and give their teams time to breathe. Maintaining relentless pressure can lead to failure as stress and overwhelm hinder the ability to adapt to new ways of working. To support your team, rethink timelines and break the process into iterative compartments. Allow space between each iteration for people to recuperate, adjust, and adopt to the new behaviors. This approach not only alleviates stress but also fosters a more sustainable and effective transformation, ensuring long-term success.