How do you handle managing a team member who is struggling to cope with the pace of organizational changes?

Organizational change is a constant, and we all need to adapt in order to succeed. One of the best ways to manage change is to double down on your strengths. When someone is struggling, often times they are trying to keep up and respond, which can be a good strategy, yet it may take them off of their game. Another approach might be too simply recognize how your skill set can be adapted and modified to the new needs. What we might learn is that we don’t need to learn an entire new skill set, we just need to tilt what we already have in the direction that the organization is going. Sometimes a small change can make a huge difference.

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.

I would ask to speak with them and in a kind tone explain why I wish to speak with them. Explain that you notice they are having trouble keeping pace. Find out if they are open the root cause of the issue and recommend that they ask for coaching.

Todos nós temos um motivo. Sabe o motivo da luta é o melhor caminho para ajudar esse membro a sair dela, pois a mudança em um ambiente profissional é inerente e alheia a qualquer vontade. E lutar contra só desgasta a imagem do concorrente da mudança. Acredito que o ponto principal é fazê-lo entender que em que ponto a mudança é benéfica para ele como indivíduo, seu futuro profissional e do ambiente que ele habita.

Participe de uma conversa individual e ouça com empatia suas preocupações. Eles estão sobrecarregados com o ritmo, inseguros sobre seu papel ou sem confiança em suas habilidades? Identificando as causas profundas de suas lutas, você pode adaptar seu apoio para atender às necessidades únicas e ajudá-los a superar esses obstáculos de maneira eficaz.

Most people do not set achievable goals because they do not set true goals. Instead of providing a numbered goal-I wish to sell $1,000,000 in contracts-they will say I want to sell more. Another reason is they do not provide a timeline. This is important. If there is nothing pushing them they will get lax. The vast majority of people only see the finish line and not the individual steps. My mantra is one driveway at a time. This refers to me wanting to achieve a goal of running eight miles. In my development you have to pass each driveway. My goal is to go past the driveway I did the last time I ran.

If you want to promote both keeping pace with change and well-being, you have to teach both. We tend to be really good at holding the standard for keeping pace, but what about well-being? Giving your people permission to schedule time to recalibrate and recharge is important for helping them keep pace with change. Teach your people how to take care of themselves, and watch the impact it makes

Após identificar as dificuldades, trabalhe junto com eles para definir metas alcançáveis, dividindo objetivos maiores em tarefas menores e gerenciáveis. Crie uma linha do tempo que permita progresso em um ritmo sustentável, proporcionando um roteiro claro para o sucesso. Essa abordagem aumenta a confiança à medida que cada etapa é concluída, promovendo progresso sem aumentar a pressão.

Couple of things that can be done here are: ➡️ Organize competitive play time. This helps individuals to grow within the team. ➡️ Organize self-development workshops for everyone. ➡️ Monitor and guide the particular team member at different stages. ➡️ Give them authentic input & motivation ➡️ If possible provide them with an executive coach. A good executive coach can bring tremendous results.

Ofereça treinamento adicional, acesso a novas ferramentas ou oportunidades de aprendizado com colegas experientes. Destaque os sistemas de suporte disponíveis na organização, como programas de mentoria ou planos de assistência ao funcionário. Ao equipar a equipe com os recursos certos, você os capacita a se adaptar e ter sucesso em um ambiente em constante mudança.

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

Many times people feel that they will not get the credit if part of a team. By explaining to the members what you feel each ones strength's are, and how by combining strength's they will surpass anything they do alone.

Promova a interação e o compartilhamento de experiências entre colegas, criando uma rede de apoio que ofereça diversas perspectivas e insights valiosos. Incentive os membros da equipe a buscar conselhos e compartilhar suas próprias experiências, o que pode reduzir a sensação de isolamento e fomentar um senso de comunidade e propósito compartilhado dentro da equipe. Isso fortalece a coesão e melhora a capacidade de adaptação às mudanças.

Relentlessly prioritize and create psychological safety. Because change is a constant, model the way with a frequent revisiting of personal and professional priorities. Explain to your employees why priorities have shifted. Give them the space and permission to make the shifts they need to make to keep growing and going.

I would first identify the disconnect in the team member's acceptance of the organizational changes. Was the team member involved in the initial vision discussion? Did the team member have the opportunity to voice suggestions or questions as the change was being developed? How was this presented to the team member? If these answers are unfavorable, it's the leader's responsibility to return and re-address the approach. If the organization is rapidly changing, which is the norm, then the leader should discuss with the team member the member's level of adaptability to fast-paced environments.

I find it incredibly beneficial to introduce objective assessments like the DiSC, which provides insights into a person’s behavior and perspectives. A team member struggling with the pace of change may have a steadier personality type, appreciating a more moderated pace. By reviewing the various styles, you can highlight blind spots they may have regarding their acceptance of change. Using a tool like DiSC helps team members gain self-awareness around limitations and figure out the best path forward. In this case, understanding their tendencies to resist change and discussing practical ways to embrace characteristics from other styles can be beneficial. Awareness is the critical accelerant. Once we know better, we can do better.