How do you overcome resistance and foster commitment to your change vision and strategy among your employees?

To be sure, effective communication is essential when implementing change in an organization. Here is a breakdown of the key points to consider: Aims and objectives: Clearly state why the change is necessary and the desired outcome. Help employees understand both the big picture and how their activities fit into the goals. Action: Describe the steps in the conversion process. This can include timelines, milestones, and any changes to operations or procedures. Expected Outcome: Map what success looks like after the change is implemented. Help employees see the benefits and how this will improve their workplace or productivity.

Communication is often the downfall in many organisations in that there is a lack of it. Or conversely there too much of it, much like the death by power point many moons ago. However communication often in a change situation become mute due to a resistance to change. With resistance come deafness and a lack of sight which is cultural and needs addressing for change to be effective. With regard to communication I have found that communication intention then progress markers always sufficed while the change was being effected, a sort of snowball effect to the look at what change has done momentous communication.

Baby steps and ownership I have always found massive bed fellows when a change is needed. Where there is resistance any change will seem insurmountable to the existing staff. Getting a half sceptical employee on board with potential or even the previous downtrodden employee that has been sidelined because of professional disagreements creates a perfect storm for change. Empowering that employee and giving ownership of parts of the process is a powerful tool and a beautiful thing to witness happening. Sometimes seeing someone bloom is more satisfying than seeing the massive change being implemented and becoming successful.

This one is easy as more often than not resistance to change means that expectation of a positive outcome is low regardless of any actions taken and implemented. Managing expectation and emotions comes with being an effective man manager. Being able to spot flash points levels of disgruntlement that will hinder progress is vital. Also however emotions are also a very good tool they indicate that the job at hand is making an impact but either positive or negative reaction can feed into the process and make it stronger and more effective when being executed.

Trust and rapport comes through being a strong transition manager and managing the landscape around you. Being brought in more often than not knowledge of the organisation will come via research prior to commencing the project but such ignorance is a distinct advantage in building up a rapport. The transition manager need to get the lay of the land and engagement with the experience on the landscape helps build this. Getting the overview of the current situation from an experienced member of staff means a rapport is established be this positive or negative it's always positive for the transition manager as it empowers them while empowering members of staff through transference of their knowledge.

Internal training either throughout the transition process or indeed after implementation I have always experienced being of vital importance. It offers the warm blanket of reassurance to a changed organisation of a friendly face or someone they know being on board with the process. However sometimes because of technical issues or content external providers are a necessary evil to be embraced but in such a case shrewd choices must be made. A faceless in and out deliver, tick the boxes and leave approach can sometimes undo some of the transitional work done and create unnecessary conflict and angst. Here the transitional manager can undo weeks and months of excellent work by choosing either the lest cost provider or not a good fit.

Here I have always found that previously deeply entrenched views or management of a process leads more often than not to sidelining of employees who find their talents reassigned to areas which while competent they fail to really shine at. Reward is not always the easy here's a fluffy toy for your efforts but more a hey why not try this role. The latter I have always found the biggest reward and feeding the soul rather than the pocket is sometimes a bigger reward. Having made that statement such things often lead to monetary reward anyway so it then becomes a double reward situation instigated by the transition manager but ultimately attained by the employee who gains greater satisfaction because of it as the perception is they've earned it

In the modern world that is transitioning in so many way cultural change is and always will be the biggest factor to over come. All the management training in the world will not teach how to attain this. Here the transition manager needs to be all seeing and manage even the smallest detail to ensure that cultural change happens in a positive way. A badly managed cultural change will derail even the most detailed and well thought out change plan.