Change management: how to help your teams face transformation challenges?

Digital transformation, CSR transition, change of governance… Any change management inevitably comes with a large number of human challenges. However, this resistance to change can, very often, jeopardize the success of the transformation.

Here are some tips to support your teams during this transition and promote the success of your change projects.

 

Change management: what are the human challenges?

In times of change, the benchmarks are often upset and the practices and modes of operation questioned. Faced with the unknown, it is not uncommon for employees to feel unsettled, especially if they are not properly supported and trained to understand the changes to come.

This resistance to change can result in a decrease in motivation, productivity, sense of belonging, commitment, etc. It is thus the entire transformation that can be slowed down by these human challenges.

 

How to support your teams during change management? All our advice

Here are some best practices to adopt during change management to promote employee buy-in throughout the transformation project:

• Anticipating and understanding resistance to change

One of the first steps is to identify, even before activating the change, the possible sources of resistance that could arise from the transformation project. These can be of different natures: fear of losing their job; fear of losing control; lack of information on the objectives and impacts of the transformation; lack of trust; feeling confused; uncertainty about their role in the new organization; attachment to current methods… By anticipating these various obstacles, the company will be able to consider solutions, upstream, to facilitate the transition for employees and respond to their various fears.

• Explain the reasons for the change

It is important to remember that one of the main sources of resistance to change is the feeling that transformation is being imposed. It is therefore essential to explain, as early as possible, the intention to change and to emphasize how The transformation project is an opportunity rather than a constraint. To do this, it is necessary to detail, in an educational way, the reasons for this transformation, its objectives, its impacts, its main steps, the expected contribution, the deadlines and, above all, to emphasize the individual and collective benefits that will result.

In addition, transmitting a strong, meaningful and engaging vision, through a coherent, positive and assured discourse is fundamental to reassuring and motivating teams.

1. Establish open and transparent communication

It is also fundamental to maintain a transparent and open dialogue throughout the transformation project with all stakeholders. This involves regularly inform the teams of the progress of the project, any challenges encountered, next steps, expected results, etc. This can be done through weekly briefings and through regular updates to keep teams informed of any progress and challenges.

• Listening and speaking

It is also essential to listen to fears and concerns of each employee, and to respond to them in a personalized way. To do this, it is interesting to set up a reassuring space for exchange, where everyone can express themselves in confidence and share their doubts, fears and apprehensions with regard to the transformation project.

• Involve your employees from the beginning of the change

Whatever the nature of the transformation (digital transformation, mergers and acquisitions, new organizational model, change of governance, etc.), involve employees from the beginning of the project is a prerequisite for promoting their adherence. This means giving them a voice, encouraging feedback, and soliciting everyone’s opinions and ideas at every step.

• Adopting participative management

Local managers play a key role in supporting employees throughout the change project. The latter must succeed in opening up dialogue and Listen and empathize, to be able to identify the signs of resistance, stress and disengagement as early as possible.

They themselves must be convinced of the change project and have been rigorously informed of the ins and outs of the transformation. In addition, it is imperative to adopt a participative and horizontal management style, aimed at promoting collaboration, cohesion, mutual aid and collective intelligence throughout the project.

• Training and acculturating employees

A key aspect of change management is to ensure that employees have all the necessary skills and tools to adapt to this transformation. To do this, it is imperative to train them in new tools, processes and ways of working from the change project. This can take the form of training, coaching, participatory workshops, etc. In this way, you help each employee to apprehend the change serenely and to better understand the benefits of such a project.

Thus, by anticipating resistance to change, training your employees and encouraging dialogue, you promote the support of teams for change management and, by extension, the success of the transformation project.