You're leading a team through a major transition. What coaching tools will you use to keep them motivated?

🤩Pour maintenir la motivation lors d'une transition majeure , voici 4 points clés : 1️⃣Comprendre les préoccupations de chacun. 2️⃣Assurer une communication transparente sur les objectifs, en partageant la vision à long terme de l'entreprise, et en expliquant comment chaque rôle contribue à cette vision. 3️⃣Encourager la reconnaissance des contributions : en célébrant les succès, en mettant en avant les réalisations individuelles lors de réunions d'équipe… 4️⃣Impliquer l'équipe dans le processus de prise de décision ( Sessions de brainstorming, sondages pour recueillir les opinions…) ça crée un sentiment d’appartenance et ça renforce l’engagement en montrant que chaque voix compte dans la direction que prend la transition !

In my experience: - Clear Communication: Open and transparent communication about the transition - Goal Setting: Clear and achievable goals, celebrate milestones - Empowerment: Involve team members in decision-making, seek their input - Support and Training: Offer resources and training to navigate the transition - Recognition and Rewards: Acknowledge and reward team members' efforts - Team Building: Foster camaraderie and collaboration - Adaptation: Regularly assess motivation levels and adjust coaching approach

Pour garder équipe motiver : - il faut donner l’exemple surtout en terme de comportement. - planifier des routines face to face - communiquer des objectifs SMART - accompagner les équipes pour atteindre les objectifs - Considérer leur points bloquants comme top priorité - donner les feed-back par rapport les sujets remontés. ….

Lo primero que le transmito a mi equipo es que no estamos ante una época de cambios, sino a un cambio de época. Tenemos que dejar atrás estructuras jerárquicas para pasar a estructuras mucho más transversales, en las que cada miembro del equipo se autogestione y el Manager pase de ser “el jefe” a ser “un líder”. Estoy muy de acuerdo con @xaviermarcet cuando dice que “liderar es servir”. Creo en un Manager que no se dedica a mandar, sino a ayudar y a orientar a los equipos hacia los objetivos propuestos. En este ambiente de autogestión los colaboradores se sienten mucho más confiados y seguros de sí mismos, siendo capaces de ser mucho más creativos y sentirse con mucha más confianza.

Understand the strong and weak areas of the team. Develop plans to acquaint them with their roles and help them perform at their best. Pitch the vision and roadmap to the team at the right pace. Transparent conversations foster alignment and trust. Daily crisp team discussions are quintessential. They help identify and solve roadblocks efficiently. Provide comprehensive training, both technical and soft skills. Nurturing growth ensures a well-rounded team. Winning isn’t just about having the geekiest team. It’s the most motivated team that triumphs. Acknowledge achievements and constructive feedback fuels success. Build a sense of trust and cohesion among team members and leadership. Genuine intent to help the team grow is crucial.

Avaliando a Prontidão da Equipe para Transição Durante a transição da minha equipe, adotei estratégias para avaliar sua prontidão: Pesquisas e Feedback: Utilizei pesquisas para entender a familiaridade e conforto da equipe com as novas mudanças. Análise SWOT Individual: Conduzi análises SWOT para cada membro, identificando pontos fortes, fracos e áreas de desenvolvimento. Discussões Abertas: Incentivei conversas francas sobre preocupações e desafios relacionados à mudança. Treinamentos Personalizados: Desenvolvi treinamentos específicos baseados nessas avaliações, visando capacitar cada membro. Essas ações permitiram entender as necessidades individuais, preparando a equipe de forma eficaz para a transição.

Before communicating anything, you need to understand the team and how they work. You need to understand what your team needs from you throughout the change process, not just what you need from them. Risk mitigation, in periods of change that is usually people. Do they need additional training, can you involve them in the process so that they feel valued? - be approachable - seek feedback - communicate clearly and continue to do so throughout.

Creo que debemos dejar atrás las reuniones grupales por videoconferencia en la que no podemos asegurarnos que el equipo está atento a nuestros mensajes. Me gusta tener conversaciones individualizadas a diario con cada miembro de mi equipo y saber como se encuentra cada uno y asegurarme que saben lo que espero de ellos de manera individual. Estas conversaciones me parecen mucho más útiles xq como escuchaba el otro día en una conferencia de “Pep Guardiola” a cada miembro del equipo se le ha de motivar de manera diferente. Cuando llegas a un equipo o cuando un miembro nuevo llega al equipo hay que observar y escuchar mucho, realizar un análisis y decidir cómo hay que motivar a cada persona de manera individualizada.

Podemos avaliar a prontidão da equipe de Transição, usando feedbacks, analises SWOT e reuniões para verificar a adesão a mudança e abordar pontos de dificuldades e treinamentos a equipe.

Cada momento y cada equipo es único, no hay fórmulas magistrales para todas las situaciones, pero en líneas generales hay herramientas comunes para afrontar un cambio importante en un equipo: - escucha activa - establecimiento de metas, seguimiento del plan e identificación de inconvenientes, evaluación de los resultados - reconocimiento y recompensas - liderazgo compartido - desarrollo y capacitación

Passei por isso recentemente, não foi e não é uma tarefa fácil. Além de reestruturar um sistema de gestão integrado, precisava ter um outro olhar para a gestão de pessoas, criar engajamento, estabelecer confiança, manter todos motivados, inclusive eu, porque as mudanças viriam e precisaríamos abrir a mente. Aproveitei toda a técnica/ experiência que cada um tem, entendi os perfis, tivemos rodadas de conversa, envolvi todos na gestão e agora eles tem voz sim! Os trabalhos continuam, agradeço a minha EQUIPE por todo desempenho, comprometimento diário, que fazem a diferença, não só para o QSMS como para a organização! Seguimos juntos! 🚀🚀🎯🤜🏽🤛🏽

In my experience, the soft skills and hard skills(technical skills) should be balanced as much as possible. It doesn’t mean that we should keep the same strict structure for a person. We should adopt the corresponding skill when we complete and move forward with another skill.

The most important aspect, in my view, is to show your team that reciprocity is real. Employees need to invest time, emotions, and extra commitment to help on any commitment. It is ideal that the leader or the company invest in building the necessary skills for them to succeed in the new reality. My advice is to make a robust professional Mentorship Program available to them. Certified Mentors can help in a customized way them to learn and develop the necessary skills, manage their emotions throughout the process and reinforce their leadership skills to create a positive change culture during the process. Our Certified Executive Mentors at CollectiveBrains.com are trained to make change processes successful.

Para facilitar a transição da minha equipe, foquei no desenvolvimento de habilidades: Identificação de Habilidades: Determinei as competências necessárias, como habilidades digitais e analíticas. Providenciei treinamentos específicos e recursos de aprendizagem. Suporte e Mentoria: Ofereci coaching regular para suporte contínuo no desenvolvimento de habilidades. Monitoramento de Progresso: Implementei métodos para avaliar o progresso e a eficácia do treinamento. Feedback e Reconhecimento: Utilizei o desenvolvimento de habilidades como chance para feedback construtivo e reconhecimento dos esforços da equipe. Esse foco em habilidades aumentou a confiança e competência da equipe, essenciais para uma transição bem-sucedida.

La mejora continua de las habilidades del equipo es fundamental, especialmente durante las transiciones. Es crucial realizar una evaluación detallada de las competencias técnicas y habilidades interpersonales que cada integrante necesita perfeccionar para su desarrollo profesional. Brindar apoyo y recursos en este proceso no solo enriquece su destreza sino que también fortalece su confianza, creando un entorno en el que todos pueden prosperar y contribuir de manera más efectiva al éxito del equipo.

As a leader it's important to remember that you shouldn't be the one giving advice for employees dealing with psychological and emotional aspects of the transition. You need to be supportive, but make sure you are directing them to professionals they can talk to. In regards to fostering a positive mindset, the key in my opinion is to be transparent and honest. Own the positives and negatives of what the transition means. By sharing your own challenges, and hearing the employees, you can work together through this transition. True success will be seeing your employees thrive in the new system. If they feel they are part of the solution, you'll have a better chance of success.

Para guiar minha equipe através de uma transição desafiadora, trabalhei para cultivar uma mentalidade positiva e resiliente: Atitude Positiva: Encorajei a adoção de uma atitude proativa e otimista, destacando oportunidades que a mudança traria. Resiliência: Realizei sessões para desenvolver resiliência e empatia, ajudando a equipe a lidar com incertezas e ambiguidades, sempre olhando a verdade no meio e todos os pontos de vista. Apoio Emocional: Ofereci suporte para superar resistências e estresses, criando um ambiente seguro para expressar e lidar com emoções. Focando na mentalidade, ajudei a equipe a abraçar a mudança de forma positiva, preparando-a para superar desafios e impulsionar o sucesso coletivo.

Priming is essential for a seamless transition, ensuring your team is fully engaged when needed. Clearly outlining expectations and specifying the timeline for activities encourages them to embrace the challenges and intricacies of the process. Additionally, fostering an environment of constructive and timely feedback plays a crucial role in refining their performance and facilitating a successful transition.

Change can be a daunting experience for many people. It is important to clarify what changes and what remains the same. People need to understand what the change means to them and what their role is in the change process.

Mindset is probably one of the most important elements to leading team members through change. Our teams need to be change ready since everything around us is change. Just look at the last two years of layoffs. By helping them build resilience and the mindset to cope with the uncertainty we are preparing them to be much more competent and capable in the landscape of today's business environments. One of the key factors here also is supporting them to support their own mental health and well-being so that they have a deeper well of reserves to draw upon when things get challenging.

Building a culture of entrepreneurship is helpful during a period of transformation/transition. Teams want agency to define and solve for challenges, assess and re-assess programs and process in flight, and to build a loyalty team around them to help execute their plan. None of that occurs without the creativity, leadership, and trust an entrepreneurial culture naturally incubates.

Remember that leading transformation is difficult on the people leading the change. It can get tiring being the first one through the door, and being the collector of all the complaints. Make time to support each other and celebrate the small wins along the way. Focus on keeping a sense of humour.

Before creating a culture of change, it's vital to look at yourself as a leader and the messages you are sending. Remember, your integrity as a leader is just as important as the company, if not more so. By keeping the psychological contract with your team members in mind, you can build trust and respect.

A culture starts with a vision and leadership. Leaders can make or break a culture. Foster a culture of inclusivity, empowerment and support and you will see success.

A definition of a culture is that the behaviours you have done without any written rules. Therefore, you, as a leader, show an example of the culture. However, each member is an addition to the culture, not to adopt but to extend.

1. Continuously communicating the new vision. 2. Celebration of small wins. 3. Keeping yourself available for meeting all the time

A definição de métricas diretas ou indiretas é essencial para uma análise de resultado. Geralmente defino três itens importantes para a análise de resultados: 01) Objetivo – Foi alcançado com sucesso o objetivo do projeto? 02) Prazos –O prazo é algo que sempre defino como uma das métricas importantes para qualquer projeto. 03) Escopo – Esta é uma métrica que se avalia muito o escopo das atividades macros do projeto e mesmo que não executado em sua totalidade mas alcançado o objetivo final, avalio esta métrica para o resultado final para que sempre haja um planejamento bem assertivo.

It is helpful to develop a tool to evaluate the sustainability of the change. A simple inside survey will do the work, you can design questions that evaluate key aspects must happen and represent the change. That kind of tool along with the right KPIs will help you to review the results.

Convertir todas estas herramientas en un ejercicio continuo, es decir, que implique una revisión y un feedback y cada cierto tiempo se vuelva a someter a un chequeo de salud es indispensable para que sean eficaces. Realizar cualquier herramienta una sola vez, únicamente dará un punto de partida. Ejercitarlo sistemáticamente creará equipos altamente competitivos.

When reviewing results it’s important that you; celebrate achievements, provide constructive feedback and encourage team reflection. Start the review by acknowledging and celebrating successes. Recognizing accomplishments boosts morale and motivates the team. Discuss areas for improvement with constructive feedback. Frame feedback in a positive and solution-oriented manner to inspire growth and development. Foster an environment where team members can share their perspectives on the results. This encourages open communication and allows for a comprehensive understanding of different viewpoints.

There are different types of transitions, but the most important element to a succesful transition is the transparency of information to condition the mindset. I'd like to share a transition that I have experienced. This is when the company I was working for was acquired. Together with the acquisition, the organization, product roadmap and the culture changed. You need to keep an open mindset to evaluate if good and capable people are taking over. Guide and help your next level transition instead of being negative. From a product perspective, be objective it it does improve the competitiveness and the efficiency of development. From the culture, experience it to see if it aligns to you personally. Sharing what you truly feel will help.

Transition implies change. Change makes people nervous, especially is they aren’t well informed. So, as a leader, it is imperative to communicate, communicate, communicate. And, when you think you’ve communicated too much, communicate some more. This is what Change Management is all about - Communication. What do you communicate? Well, people want to know 5 things: 1 - What will change? 2 - Why is it changing? 3 - When is it changing? 4 - What will it be like after it’s changed? And, #5, what people most want to know about a change is - - WHAT DOES IT MEAN FOR ME?

During a major transition, I'd use coaching tools like the GROW model to structure conversations, helping team members set Goals, assess Reality, identify Options, and establish the Will to move forward. I'd also employ motivational interviewing to encourage self-directed change, and the SCARF model to address Status, Certainty, Autonomy, Relatedness, and Fairness concerns. Regular check-ins, personalized feedback, and recognition will be key to maintaining morale. To facilitate resilience, I’d provide resources for skill development and stress management. Lastly, I’d use transformational leadership techniques to inspire by vision, influence by example, stimulate intellectually, and support individual considerations.

Cada vez el cambio es más frecuente, los momentos que vivimos hace que se produzcan transiciones importantes en periodos cortos de tiempo. Es necesario liderar al equipo y mantenerlo motivado. Lo más importante es que la cultura se envuelva de una dinámica de abrazo constante ante él, involucrar al equipo y disipar miedos mostrando los beneficios para todos. Desde ahí las herramientas serán palanca, de otra forma no servirán. La preparación continua, la confianza y una comunicación transparente del para qué y de cómo se va logrando van a ser importantes. Dedicar tiempo de calidad y acompañar a cada rol en su desarrollo hará el resto. Y abrir las puertas a sus sugerencias de cambio, nos podemos llevar una sorpresa y una gran motivación.

Hay que tener en cuenta los espacios de incertidumbre que se generan con el cambio, mostrar empatía, sinceridad e ilusionado. Todos hemos sufrido procesos de cambios, relevos generacionales o busqueda de nuevos valores de las compañías, como líderes o miembros del cambio, tenemos que acompañar a los equipos como uno más de ellos.