This might sound a bit controversial: Values are useful right up until the point they become limiting factors. Now, if the team has ethical questions about the company's direction, those need to be addressed with leadership. But if the issue is a matter of old vs. new, knowing vs. learning, comfort vs. discomfort... then this may be an opportunity for the team to grow as individuals, evolve as a collective and expand its understanding of what it's capable of. Try to look clearly at the values in question. Is there a way they might serve the new direction? Is it time to revisit them? Have a conversation with the team and work to distinguish "values" from feelings. Fear is normal in times of change AND opportunities abound.

To navigate the clash between your team's values and the company's new direction, start by facilitating an open discussion with your team to express concerns and feelings about the changes. Encourage everyone to share their perspectives and identify common values that can align with the new direction. Next, engage with leadership to understand the rationale behind the change and share your team’s feedback. Advocate for a balanced approach that integrates your team's core values into the new vision. Finally, foster a culture of adaptability by encouraging your team to explore how their values can coexist with the new direction, and highlight any positive aspects of the change to build morale.

First of all the notion of having a set of team values and organisational values contradict the very essence of organizational values. It is pertinent yo have a single uniform set of values that define the who and what of the organization. So, it is essential that there is integration of values at all levels of the organization. This is what I would do….bring the teams together to facilitate organization-wide interventions and bring all entities of the organization under one common roof to create a sense of oneness. And then create ways to bring about ownership and accountability towards the values.

Start by clearly identifying the current values of your team and the new values being promoted by the company. Engage in discussions with team members to gather their feelings and perspectives on the changes. Create a safe space for open communication where team members can express their concerns and ideas regarding the new direction. Actively listen to their perspectives, validating their feelings and fostering trust. Look for common ground between the team's values and the company's new direction. Identify shared goals or principles that can bridge the gap. Emphasizing these commonalities can help facilitate acceptance of the new culture.

I try to be honest with the team about the change and empathetic about their feelings, but I explain that we need to keep giving our best while embracing the new values. I list the benefits of the change—there are always some—and encourage everyone to think together about how we can adapt. Changes are always met with resistance; it’s inherent to human nature. However, the team usually finds a way to adjust. There are those who can't adapt and end up leaving the system, and we have to deal with that reality as well. That person will likely find a better place for themselves. Once the initial shock passes, the pieces, if well-guided, fall into place.

Analyzes the team members and give the proper preparation to address the new goals and support the ream in reaching the new goals

When my team’s values clash with the company’s new direction, I start by understanding the reasoning behind the change and communicating it clearly to the team. I create a safe space for them to voice concerns, actively listening to identify key misalignments. Then, I focus on bridging the gap by highlighting common ground and reframing the change in a way that aligns with the team’s goals and the company’s vision. To support the transition, I empower adaptable team members as change champions and ensure resources and training are available to ease the shift. Finally, I monitor progress through regular check-ins, addressing concerns, and celebrating small wins to keep the team motivated and aligned with the new direction.