Veja como você pode estabelecer confiança e credibilidade com seu chefe em meio a uma mudança de cultura.

The embracing of change is a two way communication. The organisation should know exactly what it is trying to achieve, including the type of culture it wants. It should be able to clearly determine milestones in getting to this objective. It's best to be honest with the employee, at the same time getting their buyin. In addition, provision of some EAP services, as any sort of changes can have psychological effects on employees and derail the attempts to achieve a specified culture.

Remeber that culture change is often a result of some other change happening in the organization. It is not always quite as simple as saying "oh... here is a Culture Change, let me get proactive!" Generally culture change is precipitated by things like a fundmental shift in a way of working, changeing operating model, change in leadership. Those are the areas that require a proactive, engaging mindset.

As leaders or Change Agents, we should be role models in embracing change. For example, when my former company introduced a new core value, "integrity," I demonstrated integrity in making decisions and "walking the talk." We applied integrity in the selection process, building the Talent Pool, and the rewards program. By doing this, we embedded integrity into our culture.

It's easier said than done when it comes to embracing change. Everyone has a different way to embrace change. You have to be patient and try and initiate conversations around expectations and skill set that the new manager hopes. Relationships take time and effort with no quick wins guaranteed.

Being positive and adaptable can be harmful too: No discussion is no search for the best possible way forward. Many people feel it is disloyal to enter into a discussion when you truly disagree with the way forward that is proposed, especially when it is done by your bosses. But honestly, do you think the company hired you because you can say yes? It is more likely that they hired you for your knowledge, experience and brain power. So positiveness and adaptability are wonderful, if you can also behave a bit like a truly loyal friend, and enter into a discussion in order to find the best way forward together, using everybody's brain, and not just that of the boss. And yes, of course, there are ways, times and places.

To ensure trust and credibility in any collaborative effort, developing mutual respect is crucial. This involves genuinely valuing everyone's perspectives and ways of being equally. This is where how you communicatee with each other becomes really important. Despite our preferences, biases—both explicit and implicit—affect whose opinions are prioritized in decision-making, from setting agendas to determining participation in collaborative spaces. These biases can marginalize certain voices, making them seem peripheral or irrelevant, and center others. Such disparities not only fuel mistrust and misalignment but also can negatively impact any credibility that you have with your boss and others.

Transparency is always key in times of change - from employees and leadership. I think it is also important to not forget - and not be afraid to - ask questions! From what you can do to help to how the change might impact your team, asking questions is a great way to keep lines of communication open and to feel like you know what is going on (and what will happen) in a time of fluctuation. Change itself isn't what causes unease, it is the uncertainty change brings. By asking questions and having discussion that comes from the answers, you can help make transitions smoother.

I have always mentioned in my posts that communication is a key to success. When you communicate perfectly a with clarity and consciousness, results are in your favor.

Its been said that trust is gained in drops & lost in buckets. Consequently, it's important to understand that actions and not intent is foundational in building trust in any relationship- especially in a workplace setting. Being consistent in how you 'show up' everyday speaks volumes. Being consistently helpful, resourceful and upbeat during times of transition contributes positively to an environment. When you set yourself apart from the negativity, complaining and apathy that will come from others during times if transition leaders are immensely appreciative.

Open Communication: Maintain open lines of communication with your boss. Keep them updated on your progress, challenges, and successes. Be transparent about any concerns you have regarding the culture change and how it may impact your work. Align with Goals: Demonstrate your commitment to the organization's goals and objectives during the culture change. Adaptability: Be flexible and adaptable in your approach. Show your willingness to embrace change and take on new responsibilities as the culture evolves. Seek Feedback: Actively seek feedback from your boss on your performance and how you can better support them during the culture change.

Understand the goals and objectives of your overall organization and your leadership by: -Asking to understand the link between departmental and overall corporate goals -Ask how you can have an impact in your role or what projects will be closest to having an impact where you could contribute -Listen during meetings for what metrics and KPIs your leader values and how they prefer to have that data packaged/communicated Seek first to understand. Listen. These are the keys to facilitating greater trusting relationships and understand what the leader values.

Change is difficult for EVERYONE. Especially leaders. Make sure you don't become on of the transition challenges by being resistant to the change just because. Show that you have the right leader mentality to help champion the change and be a support to your manager. There are some questions you can ask your manager: Where can you utilize me to help facilitate some of the changes? What are some things I can do in my role to support you during this transition? Can we meet more regularly so that I am sure I am clear on the expectations and remain aligned and onboard with the changes? If you have a good leader, asking these questions will enable them to empower you to support them throughout the changes.

Change often results in people going into silo mode, basically feeling they have to protect their spaces by keeping their work top secret as a form of job security. Unfortunately, this approach often backfires and instead renders detrimental results. Instead, reach out to partners, coworkers and fellow departments to see how you can work together to better support the change. This is the perfect opportunity to learn more about what other departments do and how they could possibly make your job easier. Fostering a "We are in this together" approach speaks volumes to peers and leaders.

Lead by example. Demonstrate your willingness to change before you ask others to change. Go first and you will engender trust. Your team will flow.

Change is going to happen. You can either sit back and let it happen TO you or roll up your sleeves and see how you can be a part of it and perhaps contribute to and influence the outcome.

In both nature and business, change is the only constant. As change occurs, the entropy of your business increases, leading to potential conflicts, disruptions, and situations that could threaten the company's stability. Strong leadership, high ethical values, knowledge, skills, and emotional intelligence are critical to navigating these challenges and adding value to the company. Mastering these principles will earn recognition from your boss and team, fostering a more collaborative, empathetic, functional, and effective work environment where team members are passionate about their roles.