Comment pouvez-vous établir la confiance en tant que leader du changement?

I found it helpful to remember that people support change not when it's imposed but when they're a part of its inception. It's not always possible to keep everyone at the inception point, but you hired these people and should use their brains. By tapping into the insights, expertise, and perspectives of everyone involved, not only can more effective solutions emerge, but you also foster a culture of ownership and collaboration. Bottom line - Start the communication as early as possible.

People are less fearful and more motivated when you tell them why the the change is happening or needs to happen. Explaining the how ensures that everyone is aligned on next steps and expectations. Together the why and how empower people to understand and move efficiently in the required direction.

As a change leader, build trust by applying the Prosci ADKAR Model for individual change and the 3-Phase Process for organizational change. Clearly communicate the 'why' through creating Awareness and Desire, and the 'how' by ensuring Knowledge, Ability, and Reinforcement. Institutionalize change management practices for the organization. Simultaneously, maintain open and transparent communication, sharing the vision, goals, and challenges. Clarify roles, provide a detailed roadmap, and invite and address team feedback promptly. This dual approach fosters trust through structured change management and clear communication

Such communication is an ongoing process, not a one-time activity. You have to become a walking poster of the change initiative you're running and know that you cannot possibly overcommunicate it. People need to understand WHY - not only as the big picture but what's in it for them. You have to get them engaged. Moreover, when there are parallel initiatives going on, you have to clearly explain the priorities. And every time something changes, you'll have to explain all the priorities again. Don't assume that if nothing has changed with your particular initiative, people know and act acc. to the previous order or priorities - things change all the time, therefore ALL priorities should be communicated all the time. "No change" is also news.

Building trust as a change leader involves four primary steps: 1. Transparency: Communicate your change vision, the reasons for it, and its potential impacts openly and honestly. 2. Consistency: Ensure that your actions align with your words. Lead by example and demonstrate commitment to the change. 3. Engagement: Involve team members in the change process, valuing their insights and acknowledging their concerns. 4. Support:Provide needed resources and guidance during the transition, showing empathy and understanding for the challenges faced by those on your team.

Opening the conversation to change before taking change is imperative to obtain buy-in and maintain trust. Far too often change is made without full consideration of the ripples it could cause. It's also necessary for a leader to understand that each person adapts to change differently opposed to believing that a change is to be received the same by all.

In the Marine Corps they teach their leaders to always give the why behind an order or task. Could you just tell someone to do it, sure, but that isn't leadership. I remember during The Basic School, a six month leadership course for all new officers in the Marines. During training we would conduct movements to practice patrolling. When it was time to get the mission the leader always gave the why. It allows for decentralized control, meaning that the mission would be accomplished without the leaders presence. This same practice will lead to great success in the private sector.

Building trust as a change leader involves leading by example, communicating transparently, actively listening to your team, and empowering them in decision-making. By modeling desired behaviors, openly sharing information, and valuing team input, you establish a foundation of trust. Engaging your team and making them feel heard fosters a sense of ownership and commitment, contributing to a smoother, more successful transition. Trust becomes the adhesive that holds the team together, facilitating collaboration and adaptability during change.

People change when there is a clear and present danger or cost of not doing so. Make sure you define what that danger is and show them how it came to be.

Communication is a vital element of change journey. If you feeling you have communicated enough, keep doing it again and again. Short or broken communication leads to misconceptions due to uncalled assumptions, resistance, conflicts, but most importantly eats away the time and energy that could have been put for positive use. The structure of communication differs by the phase of change. During rollout, it should include what, why, benefits, goals, and the long term objectives of change. During mid-way, the communication should be around the progress, achievements and recognitions, and feedback/QnA, and the path ahead. Communications makes a huge difference in the mindset of the folks who are part of the journey.

Adding the AI perspective here - Introducing AI into a traditional change management setting adds layers of complexity but also opportunities. Trust in AI-centric change leadership involves making the AI decision-making process comprehensible to your team. Transparency should not just be about end outcomes but also about AI algorithms, data sourcing, and error margins. A written Ethical Code of Conduct specific to AI projects can further enhance clarity and trust. Moreover, training team members in AI ethics can be an empowering move, reinforcing the notion that they are crucial participants in this change.

Actions rather than words are essential for building trust with your team. For them to see you there working alongside them through difficult times, for example. To see you take ownership when things go wrong rather than blame the team. To celebrate team member’s successes.

Building trust as a change leader requires demonstrating unwavering commitment and competence. I believe that modeling the expected behaviors and values, coupled with transparency, accountability, and a proactive stance, solidifies this trust. From my perspective, acknowledging our missteps, learning from them, and consistently celebrating team successes further cements the foundation of trust.

You also needn't be afraid of failure. I think it is crucial to communicate vulnerability, as often times projects do not go as planned. Trust is gained if the change leaders are not afraid of failure.

Walk the talk. There is no other way. There have been instances where companies have failed to sustain the change and motivation over a longer period of time because leaders themselves were not living the values. Actually values could not even be displayed in some cases. I recall having spent hours to translate feedback from a couple of sessions to put vision and mission and values in print only to know later that those were simply ignored. I was told about many an incident where leaders behaved glaringly opposite to what was shared. Those on top and responsible chose to turn a blind eye for the reasons best known to them. It all happens with human behaviour so unpredictable irrespective of the levels each of us operate from.

TIP - Embrace and share your failures as well as your successes. Honesty about mistakes fosters trust and shows that learning and growth are valued. Celebrating both successes and failures demonstrates that all experiences contribute to development. This transparency encourages a culture where team members feel safe to take risks and share their own learning journeys, further strengthening trust within the team.

TIP: As a change leader it's equally important to be transparent about mistakes and adjustments. Show that you embody the values you advocate by acknowledging when things don't go as planned and openly sharing what you've learned from these situations. This transparency not only reinforces your integrity but also humanizes you, making it easier for your team to relate to and trust you. When you lead by example in this way, including adapting your strategies based on new insights, you cultivate a culture of continuous learning and resilience that is critical during times of change.

To build trust as a change leader, demonstrating commitment and competence is essential. Model the values and behaviors you expect from your team: transparency, accountability, and proactivity. Provide necessary resources and give recognition to motivate your team. Monitor progress and evaluate outcomes, celebrating successes to build momentum. If mistakes occur, acknowledge them openly, learn, and adjust your approach. Your own commitment to the change initiative and your competence in steering it sets the tone for the team, making it easier for them to trust you and engage actively in the change process.

When role modelling, things that seem small often have a much greater impact than corporate messages. I once worked on a change programme where significant cost savings were necessary to invest in the shiny new future we were creating. When employees discovered that the Senior Leader who was responsible for the strategy always travelled first or business class, guess what happened....

To gain trust as a change leader, display commitment and competence. Lead by example, embodying the desired behaviors and values. Transparency, accountability, and proactivity are key. Offer support, resources, and recognition. Monitor progress, evaluate results, and celebrate wins. Acknowledge mistakes, learn, and adapt. Demonstrating these qualities fosters trust and confidence in your leadership during change.

All humans resist change One of the biggest mistake companies do is, that only few select senior team members are involved in change process & than it is enforced on all others. Most, if not all are involved from the beginning than it becomes easy to implement change as people at levels would be convinced & others automatically follow when they see their peers adopting it. Change coming from the top will always be taking negatively in the beginning as against change coming from sideways, which is where top to bottom team plays a critical role

A common mis-step in major change efforts is not intentionally creating space for change work. If you're navigating major change on top of business as usual, there are sure to be mis-steps. I often recommend that there be an appointed "change czar" who can serve as the conductor for new efforts. This person should: - Adjust their schedule to remove anything unnecessary or low priority - Norm with the CEO or principal leader on how they can maintain a direct line to them - Map out the communications structures critical for the change - Set a vision for how staff experience this and stay involved and engaged - Share with people your role and what they can expect Doing change well takes time, focus, and careful consideration.

Earlier in my career, as an R&D team leader, we faced a significant overhaul due to changing client requirements. The initial mood was resistance, mainly because the team felt they were being told what to do rather than being consulted on how best to adapt to the new requirements. Recognizing the opportunity to build trust, I decided to shift the approach. Instead of imposing a solution, I called for a brainstorming session. We aimed to get everyone's input on adjusting our plans to meet the new demands. And I still remember how this approach worked, immediately shifting the mood. Since then, I have tried to stick to the principle where the teams I manage are given problems to solve and not orders to go by.

While we all find it easy to engage and empower our direct teams, it is equally important to engage cross-functional teams as well. As a change leader or an agent, it is important to draw consensus with cross-functional teams on change objectives and gain their trust. With cross engagements, you not only build trust but also grow allies who will help in taking the goals forward.

Change is a collective effort. Trust in your team's capabilities, encourage their participation, allow them autonomy, and motivate through inclusion. Follow T.E.A.M. Model for effective Change Management Leadership T-Trust their expertise. E-Encourage participation. A-Acknowledge contributions. M-Motivate with autonomy. In the realm of change, inclusivity is the key to success. Foster a culture where every member has a voice and a role in shaping the future. This collaborative approach not only harnesses collective intelligence but also builds a resilient and agile team ready to adapt to new horizons.

From my experience, genuine trust as a change leader is cultivated by empowering and deeply involving your team in the transformative journey. I believe that delegating authority, fostering a culture of innovation, and recognizing individual strengths and creativity are paramount. From my perspective, embracing diversity and encouraging open dialogue form the bedrock of a trusted leadership.

Empowering and involving your team is a key trust-building strategy for change leadership. Delegate authority and responsibility, allowing autonomy. Encourage open sharing of ideas and opinions. Cultivate a culture of collaboration, innovation, and learning. Recognize and harness individual strengths and skills. Respect diversity, individuality, and creativity within your team. By valuing and involving your team in the change process, you build trust and foster a more effective and inclusive environment.

During my time at Nike, I always made sure that my team was always updated with the latest information. It was always important that they would be able answer any question If I would not be around. This empowers them with knowledge but also made sure they had the ownership of projects or upcoming events where I would assist them, this helps them to develop also leadership skills. By fostering connections, recognizing achievements, providing unwavering support, and empowering them with responsibility, you're not just leading a team—you're inspiring them to grow and thrive on their own unique journeys within the company.

To build trust as a change leader, you need to be transparent, empower your team, and embrace agility. Here are some specific tips: Be transparent about the change. Share your vision for the change, the reasons for the change, and the potential challenges and opportunities. Be honest about your uncertainties and concerns. Empower your team to be part of the change. Give them the authority to make decisions and take action. Involve them in the planning and implementation process, and give them credit for their contributions. Embrace agility and be willing to adjust the change plan as needed. Create a team culture that is adaptable and responsive to change. Encourage your team to experiment and take risks.

Empowering and involving your team is a cornerstone of building trust during change. Delegate tasks and responsibilities to give team members ownership and autonomy in the change process. Foster an environment that encourages idea-sharing, and values opinions and suggestions. Cultivate a culture focused on collaboration, innovation, and continuous learning. Acknowledge the unique strengths, skills, and interests of each team member, and leverage these for collective success. Lastly, celebrate diversity, individuality, and creativity within the team. By empowering your team in these ways, you not only facilitate a smoother change process but also instill a lasting sense of trust and engagement.

Showing empathy and appreciation are key to building trust during change. Understand the emotional landscape of your team by acknowledging their challenges and needs. Listen actively and offer support to help them navigate change. Regularly express gratitude for their efforts and contributions, praising achievements to elevate morale. Celebrate not just task completions, but also the personal growth and potential each member brings to the team. This approach not only eases the change process but solidifies trust, making your team more cohesive and resilient in the face of future challenges.

Empathy and appreciation are like the glue that holds a team together during change. It's about understanding their feelings and challenges, just like a good friend would. Listening, empathizing, and supporting are essential, just as expressing gratitude and recognizing their hard work is. In essence, it's about being a leader who cares, listens, and acknowledges the human side of change.

Everybody experiences change differently. The people on your team own it. As a Leader you need to always remember that, which requires empathy. First understand with them what their current context is, so you know how any change might land. The act of listening and appreciation of their situation not only builds trust, but allows you both to see where the change might fit in their world.

Expressing gratitude, praise, and recognition is another powerful way to strengthen trust. When your team puts in extra effort, take the time to acknowledge and appreciate their hard work. Publicly recognize their contributions and achievements, both big and small. This not only boosts morale but also reinforces the idea that their efforts are valued and recognized. Celebrating your team's growth, development, and potential is essential. Acknowledge their progress and the skills they've acquired during the change process. Highlight how these experiences can contribute to their personal and professional development. By doing so, you not only build trust but also motivate your team to continue adapting and thriving in a changing environment.

Change can be challenging. Connect with your team emotionally, acknowledge their feelings, and always express gratitude for their efforts. In the face of change, human connection is your strongest asset. Be a leader who listens, understands, and values the emotions and contributions of your team. This nurturing approach will cultivate a supportive environment where individuals flourish, fostering loyalty and enhancing productivity. Leverage C.A.R.E. framework to build trust as a change leader C-Connect emotionally. A-Acknowledge feelings. R-Respond to concerns. E-Express gratitude

Human's a messy amalgamation of emotions, experiences, and potential. Especially for women in tech, a domain historically dominated by men, empathy isn't just a nice-to-have; it's essential but tricky as you cannot be perceived as "too soft." Here's my no-bullshit take on empathy: It's not about saying, "I feel for you." It's about truly understanding what someone's going through. It's recognizing that a "minor" issue for you could be a mountain for someone else. It's about listening more than you speak. If you want your team to have your back, you must have theirs first. Because the real secret? It's not just good for morale—it's good for business.

If you find this section of the article new to you then you're not a leader and wont find this very helpful. It's like trying to follow the mechanics of dancing without hearing and feeling the melody.

While all of this is true, the empathy needs to be genuine. The reality is senior executives are often disconnected from the folks doing the work. As an example, a junior level staff member that struggles to pay the bills and take care of young kids doesn't want to hear from the executive making millions, taking vacations on their yacht, 'I know what you are going through' No, you don't. Most people prefer authenticity to fake empathy

The calming soothing energy of appreciation is what leads to empathy. Appreciation is about 'adding more' and the more we appreciate a person, their work, their inherent value and their right to be, the more we naturally uplift another.

Appreciating colleagues can be at different phases of the change curve is an important factor in the success of any change effort, and leadership plays a key role in recognising this fact.

What if you need to rebuild trust? It's essential to set expectations so they understand your positive intent & what's in it for them. Here's a coaching talk track to rebuild trust. "What I want for you is to feel I’m a trusted resource who supports you to achieve your goals. Reflecting on our last conversations, I may not have always given you the attention or respect of your role you deserve. I apologize if I said or did anything that may have hurt our relationship, as that was never my intent. That’s why I can use your help. Let’s reset our relationship & redesign how (our depts./we) work together so we can support each other to achieve all our goals. May I ask some questions about your role? Feel free to ask me the same questions."

Strong relationships are the foundation of successful change. Foster mutual respect, keep communication open, and nurture connections to build lasting trust. Forge genuine connections and foster a camaraderie that transcends professional boundaries. This approach not only builds a cohesive unit but also creates a reservoir of goodwill and trust, the cornerstone of successful change leadership. Imbibe B.O.N.D. Mindset B-Build mutual respect. O-Open lines of communication. N-Nurture connections. D-Develop trust over time.

Building relationships and rapport is essential for trust in change management. Connect with your team both personally and professionally, showing genuine interest, care, and respect for them as individuals. Prioritize open, honest, and frequent communication to keep everyone aligned and informed. Share stories, experiences, and insights to humanize yourself and foster a sense of shared purpose. Don't underestimate the power of lighter moments—having fun, laughing, and enjoying the work environment can defuse tension and contribute to a positive culture. By investing in relationships, you create a foundation of trust that makes navigating change together far more successful and satisfying.

Showing you care is the foundation for building strong relationships and trust, especially during times of change. As a leader, guiding my team through uncertainty, demonstrating genuine care and concern for them as individuals, is critical. Change can catalyze fear, anxiety, and doubt. By connecting with my team on a human level - taking interest in their lives, actively listening, and showing empathy - I can provide the reassurance they need to stay engaged. When people know you truly care, they are more willing to open up, take risks, and follow you into the unknown.

In my book "Relashuns to Relashines" a book of my thoughts on Relationships and Rapport Building is available on amazon I have written some simple statements. Let me share two: "It's not that you were not able to understand. It's only that I failed to understand how you preferred to understand." And "I have realised when I focus on the good in you; we both become better.." If we practice these, we are able to build lasting relationships and develop rapport. I have so many stories to share..

As a change leader, it's vital to focus on building trust through meaningful relationships and rapport with your team. Invest in personal and professional connections, demonstrating genuine care and respect for each member. Keep communication channels open, honest, and consistent, sharing your experiences and insights. Cultivate a positive workplace atmosphere by encouraging moments of fun and camaraderie. These efforts are instrumental in nurturing trust, enhancing teamwork, and ultimately, ensuring the successful management of change.

Leading change is like knitting a beautiful tapestry with your team. To build trust as a change leader, think of your team as a collection of unique, vibrant threads. Your role isn't just to manage these threads, but to skillfully weave them together into a cohesive and resilient fabric. Building relationships and rapport is akin to selecting the right threads and creating a pattern that works harmoniously. Each team member is a thread with their own texture and color. You need to connect with them on a personal and professional level. Trust is the sturdy foundation upon which you knit this tapestry. Show interest, care, and respect for your team members, much like carefully handling delicate threads.

Use networking platforms like LinkedIn to endorse team members for skills and post about shared successes. Leverage breakout rooms in Zoom or Teams for casual conversations during larger meetings to foster a sense of intimacy. Make use of 'water cooler' channels in Slack or Teams to share fun stories, memes, or to celebrate personal milestones like birthdays. Schedule regular 'virtual coffees' or 'Friday Fun Hours' where the focus is solely on social interaction, not work. Trust and rapport don't just happen; they're crafted through consistent, meaningful interactions, both professional and personal. Keep the lines of communication open and frequent, utilizing all the digital tools at your disposal.

In addition to building relationships and rapport, you can also build trust by developing social, reputation, and innovation capital. Social capital refers to the relationships and networks that you have with others. Reputation capital refers to your personal and professional reputation. Innovation capital refers to your ability to generate and implement new ideas. To build social capital, be active in your professional community and connect with people on LinkedIn and online forums. To build reputation capital, share your insights and ideas on your blog, social media, or at industry events. To build innovation capital, be willing to challenge the status quo and come up with new ideas.

There is another key component to build trust as a change leader: DELIVERING RESULTS While you definitively need a compelling change story including all the Whys & Hows, delivering results is probably one of the strongest instruments to take an organization on a journey and winning the trust of people. It is crucial in my experience to design a change program which delivers results fast in short cycles. Making them visible and celebrate successes & learnings then, is a must, of course.

How can you build trust as a change leader? Care.❤️ As a change leader, building trust starts with genuine empathy and active listening. Communicate openly, acknowledging fears and concerns, while emphasizing shared values and vision. Lead by example, demonstrating integrity and transparency in decision-making. Foster collaboration, empowering others to contribute ideas and be part of the process. Show appreciation for efforts and celebrate progress, reinforcing a sense of unity and purpose. Consistently communicate and follow through on commitments, cultivating a culture of trust and accountability.

Building trust as a change leader involves clear and consistent communication, transparency in decision-making, and demonstrating integrity and reliability. Share the vision and purpose behind the change, ensuring everyone understands the reasons and benefits. Listen to concerns and feedback, showing empathy and addressing issues genuinely. Lead by example, embodying the change you want to see, and maintain open lines of communication throughout the process. Recognize and celebrate small wins to show progress. By doing so, you'll foster an environment of trust and collaboration, essential for successful change management.

Trust-based leadership starts with self-trust. We believe in our abilities. We know we can make sound decisions and create opportunities. And also act with transparency and honesty. We communicate decisions, and actions clearly and openly. This type of leadership creates ripples of trust. To activate, we restore trust in ourselves and each other. Why? Because until we heal ourselves and become aware that we are the leaders we need, not much will change. We will continue to flame the same fire. Now’s the time to move from blame to curiosity. We’re at a crucial moment in history. We need leaders who are trustworthy and ready to act with humility and compassion. And leadership is not outside ourselves.

6 key principles I follow to build a trusting team. 🚀 Setting clear expectations, ensure everyone knows what their role is, what’s expected of them and how they can contribute to the team. 🚀 Respect each other’s strengths, talents, and ideas. Validate each other and cultivate an environment of acceptance. 🚀 Open communication is key. Encourage everyone to be honest and open with their thoughts and feelings. 🚀 Provide strong, positive leadership. Show respect and appreciation for everyone’s contributions. 🚀 Encourage team collaboration. Work together to achieve goals, brainstorm solutions, and share ideas. 🚀 Acknowledge and celebrate successes, no matter how small. Celebrations can help boost morale and team spirit.

Coherence is key to build sustainable trust. The easiest way to be coherent all the time is to be yourself, honour your values and leverage your gifts. This way you needn't worry about how you are perceived, you're leading by being authentic and the energy you convey this way speaks for yourself.

Be tough but fair, to yourself first and to the team. Be clear and follow through. Don't stop but take breaks. Find the right words to avoid misunderstandings. Be brief and direct, but also clear and compassionate.

This is a big one for me to contribute as a change leader, here are some pointers to build the trust - Lead by example and demonstrate unwavering commitment to the change initiative, showcasing your dedication to its success. Communicate transparently and openly about the reasons behind the change, the expected outcomes, and potential challenges, fostering an environment of honesty and clarity. Actively listen to concerns and feedback from your team, showing empathy and a willingness to address their needs and uncertainties. Involve employees in the change process by seeking their input and involving them in decision-making, empowering them to take ownership of the transformation and trust in your leadership.

If you like trust to establish in your office, group or team — and who wouldn’t? — the crucial expectation is about sharing your weaknesses. Vulnerability doesn’t come after trust — it precedes it.

Transparency is another important factor to add to this equation, and that translates to the quality of the communication of change leaders.