Ihr Team steht vor einer herausfordernden organisatorischen Veränderung. Wie können Sie ihre Moral hoch halten?

Cuando se explica de manera clara y honesta un cambio organizativo, el equipo comprenderá mejor el para qué de ese cambio. Si es debido a la implementación de una nueva estrategia corporativa, se han de conocer los beneficios que reportaría a todos los stakeholders. La apertura a contestar preguntas, en relación al motivo del cambio, es una puesta a disposición abierta hacia los miembros del equipo. De esta manera, y una vez resueltas las dudas, todos gestionarán la transición hacia el nuevo modelo de forma más positiva y confiada.

To maintain high morale during challenging organizational changes, communicate openly and transparently about the changes and their impacts. Offer support and resources to help the team adapt. Recognize and celebrate small wins to boost confidence. Encourage team input and involvement in the change process to foster ownership. Provide opportunities for professional development and reassure them of their value. Maintain a positive and supportive work environment, emphasizing teamwork and collaboration

Maintaining team morale during rough seas is my specialty. First, open communication is key. I clearly explain the reasons behind the change and its impact on everyone's role. Transparency builds trust. Next, I actively listen to concerns and address them head-on. Empathy goes a long way. Highlighting the positive aspects – new opportunities or growth potential – keeps spirits high. Collaboration is crucial – involving the team in the change process empowers them and fosters a sense of ownership. Finally, celebrating small wins along the way reinforces a positive attitude and keeps everyone motivated to navigate the change together.

Establishing and communicating a clear vision is essential during times of organizational change. Ensure that your team understands the reasons behind the change and the benefits it will bring. Create a compelling narrative that aligns the change with the organization's mission and goals. Regularly update the team on progress and how their efforts contribute to the bigger picture, reinforcing a sense of purpose and direction.

Empatizar con las dudas que puedan tener los miembros del equipo acerca del cambio es una manera de ponerse a disposición para responder a las dudas que les puedan surgir. Dialogar e interactuar con ellos, explicando las razones del cambio, hará que vean por parte de la empresa una comunicación clara y abierta, en aras a que la transición al nuevo modelo se haga de forma transparente.

I believe that, during changes, fear and uncertainty are high because of the lack of information. As a leader, you should provide the right and trusted information by opening diversified and transparent communication channels. Through these channels, you give an open space for two-way dialogues in which feedback and questions can be discussed, and team members can be involved in the change process, so they can effectively participate in planning and decision-making, whenever it is possible.

Open communication during an organisational change is critical, but success may differ for different people. Ensure you offer a range of formats, from large town hall meetings to online surveys to informal coffee 1:1s, so that everyone can be heard. Importantly, once someone has shared their feedback, follow up afterwards so they know it was deemed valuable and considered.

Maintaining an open dialogue is crucial for keeping morale high. Encourage team members to share their concerns, ask questions, and provide feedback. Create a safe space for honest communication through regular team meetings, one-on-one sessions, and anonymous feedback channels. Listening to your team and addressing their concerns promptly helps to build trust and reduces anxiety about the changes.

Implementing strong support structures can significantly boost morale. Provide resources such as training, counseling, and mentoring to help team members adapt to the changes. Establish a support network where team members can share experiences and advice. Access to these resources ensures that your team feels supported and equipped to handle the transition.

Podría ser que el cambio necesitara de otras herramientas y formación para gestionar el nuevo modelo de trabajo en equipo. En este sentido, que la compañía se ponga a disposición de todos para cubrir posibles gaps relacionados con la adquisición de nuevas competencias, es fundamental. De esta manera confiarán en una transición tranquila, donde se les ayude a implementar las acciones a desarrollar, con los nuevos procedimientos, si los hubiera.

Recognition goes a long way in maintaining morale. Celebrate small wins and acknowledge the hard work and dedication of your team members. Implement regular recognition programs, such as shout-outs in meetings, awards, or informal thank-you notes. Recognizing effort boosts motivation and reinforces positive behaviors during challenging times.

Organisational change can be exhausting, and good leaders understand that their teams need time away from the day-to-day work environment. Sign off the holidays and lieu days, and keep the social events in the calendar, especially during a time of transition. Importantly, leaders also need time off to recharge so they can maintain their ability to keep the team energised throughout the change period.

As in many instances, those who shout the loudest often get the most attention. Ensure you support everyone during a critical organisational transition and do not just focus on the most vocal. Just because someone has not expressed discontent with the change does not mean they are happy about it.

El cambio es inevitable en la vida y en las organizaciones. Se ha de estar preparado, e informarse sobre las nuevas tendencias en el ecosistema laboral y económico, para que cuando llegue el momento de implementar cambios, las compañías estén preparadas. Así, aunque resulten desafiantes, su desarrollo no resulte muy abrupto al haber previsto diferentes situaciones previamente a través de planes de contingencia.