Comment pouvez-vous créer un sentiment d’urgence pour le changement parmi les employés ?

Engage employees in the change process, explain the purpose and importance of this change. Share the positive outcome and impact of the change on the employees and the organization. Be there and listen to the concerns, take notes, focus on what is being said and not said. Create a space where employees will come to you while facing any challenge or barrier coping with the change. Share your fears about the change and what is it that you are doing to cope and overcome those fears.

Change is something essential in this dynamic environment. As simple as it may sound, it is crucial to clearly communicate to the team that if we do not embrace change, we will fall behind in the competition. Their participation is essential, their feedback and ideas are crucial for the business to continue in an innovative manner. The most important thing is to make them feel they will be part of that change; they will make the change and they will benefit from that change.

I would highly suggest utilizing Kotter's 8-Step Process for Leading Change. These steps have been around for a while, however it is as relevant now as it was when he first published it. I have been involved in a lot of change in large corporates and the ones that seem to get it right use this model or a variation of it. The ones that get it wrong try to skip steps in the belief that it is a faster route to achieving the change they need. In almost all cases it causes chaos and the change fails and takes longer to implement. My advise is to work through the steps and aim to implement each step as fast as possible will give better outcomes than skipping the steps.

Creating a sense of urgency to communicate a vision entails creating an open line of communication for all employees to understand the strategic direction the company is taking. Then break down the short, medium and long term objectives of the company. Employees will understand how urgent short term goals have to be attained, followed by medium and long term goals.

The why is the most important thing that needs to be communicated correctly in the first place. Only if the other person/employee understands why they should change their behavior and it makes sense to them, will they do it. And support the change/vision.

The change management process focuses on ongoing and relevant communication to relevant stakeholders through multiple channels. There may be a formal email sent out or town hall held to discuss an impending change, and then ongoing comms will reinforce the relevance and timelines of it. We would recognize that the impact of the change would vary for different stakeholders, and so it would be important for different levels of leadership to communicate the various details that are relevant to their teams instead of just a vague blanket statement. Things like e-learning courses or monthly newsletter updates can also be valuable to highlight this being an ongoing priority.

Creating a sense of urgency for change among employees involves effective communication, highlighting the necessity for change, and engaging them emotionally. Here are some strategies to foster a sense of urgency: • Communicate Reasons for Change: • Use data and metrics to illustrate the current challenges and opportunities. • Create a Vision for the Future: • Engage Emotional Intelligence • Provide Real-Life Examples Fostering a sense of urgency should be balanced with empathy and support to ensure employees feel motivated rather than overwhelmed by the change

Inspire and get them excited but most importantly make them believe they can. Change is scary and that is the biggest reason for the status quo. Once the belief in change is communicated, employees feels that it is doable and are more amenable to change.

Absolutely agree! Clear and compelling communication is key to fostering a sense of urgency for change. By effectively sharing the vision and benefits of change, we can engage employees and motivate them to embrace transformation.

Engage employees actively in the change process by seeking their input, feedback, and suggestions. Listen attentively to their concerns and objections, addressing them honestly and respectfully. Foster a sense of ownership and responsibility, empowering them to share ideas. Establish a team of change champions to advocate for and influence their peers.

Employee involvement is at the centre of communicating a sense of urgency because getting the message across will not be possible until all employees are involved. Trust entrusted to employees make them feel valuable and appreciated for being part of an organization

Die Mitarbeitenden in die Veränderung einbeziehen ist aus jedem Blickwinkel und zu fast allen Phasen wichtig und richtig. Bereits bei den ersten Schritten, der Kommunikation, dass Veränderungen anstehen, ist die Dringlichkeit ein zentraler Inhalt, um die Veränderungsbereitschaft zu erhöhen. Je nach Situation, dem Umfang der Veränderung oder den betroffenen Mitarbeitenden ist es evtl. ratsam, mit einem ausgewählt vertrauenswürdigen Mitarbeiterkreis vorher über die Änderungen und die Dringlichkeit dafür zu sprechen. Sie können einerseits unterstützen eine für die Kollegen annehmbare und verständliche Formulierung zu finden. Andererseits auch als Change-Agent wirken, wenn die Veränderungen zum Tragen kommen.

Creating a sense of urgency for change is pivotal in organizations. To achieve this, involving employees is essential. Instead of dictating change, invite them to contribute. Open forums and idea-sharing sessions where employees voice perspectives make the process inclusive, highlighting the need for change through their experiences and insights. This garners valuable feedback and promotes a collective sense of urgency. Employees who see their input valued are more likely to be invested in the success of the change, transforming them from spectators to active participants. When they see their ideas influencing change, their commitment to making it happen intensifies.

By soliciting employee feedback, comments and suggestions, we foster an inclusive environment where every voice counts. This not only enriches the decision-making process, but also creates a sense of ownership and commitment. By listening to their concerns and objections with respect and honesty, open communication is established that strengthens trust between management and staff. When employees feel an integral part of the process, they are more willing to accept and adapt to new initiatives. In addition, by encouraging them to share their ideas and opinions, you tap into the diversity of thinking within the organization, generating more creative and effective solutions.

Without the involvement of employees, it is possible to "introduce" the change, but not possible to "drive and sustain" it. By involving them, you ensure transparency of the change process, their engagement, their invaluable insights that can help to build on that change, and empower them by allowing them ownership and accountability. These are steps that will help limit the chance that they will resist the change, and increase the chance that you will win their commitment and/or buy in. Employees are valuable resources of the Company and they deserve to be treated as such. Changes are bound to have a direct effect on them, so it is only fair and logical, for them to be front and center.

I believe organizations can engage employees and boost confidence by strategically planning and executing short-term wins. This highlights the link between immediate successes and the vision for the change. Short-term wins also build momentum for further change and demonstrate sustained effort. Short term wins provide learning opportunities to refine strategies for the long term. It is vital to involve employees in the process and encourage collaboration and teamwork to foster a sense of collaborative decision-making. It is essential to assess the effectiveness of change by leveraging technology and identifying the areas for improvement.

Creating a sense of urgency for change can be effectively achieved by strategizing for and celebrating short-term wins. To do this, set clear, achievable goals that align with the larger change initiative. Ensure these goals are specific, measurable, and time-bound to track progress accurately. Communicate these goals transparently, highlighting their significance in the broader change context. As milestones are reached, publicly acknowledge and celebrate these achievements. This validates the effort invested and demonstrates the benefits of change. Remember, these wins are not just checkpoints; they are powerful tools to build confidence, sustain momentum, and cultivate a culture that embraces and drives change.

Employees need to incentivized for being at the forefront of embracing urgency relating to the direction the company is taking.

Addressing the barriers to success really needs to be the first step in generating buy-in from your workforce on change. Objectively identifying what - from the employee perspective - stands between their efforts and successfully executing on their goals and the expectations placed on them is the foundation of any effective change effort. If you aren't realistic about where you are today and what's holding you back - you're not going to develop support for the future state you're aiming for.

A major challenge in any organization is the status quo mentality that comes with comfort & complacency. Change is impossible if employees are comfortable in their day-to-day. Open communication regarding the current state, how it's negatively impacting the organization, and ultimately doomed to fail is one way to create urgency. Explore the competition, explain declining market share, and use real world data and circumstances to drive the point to the employee in a way they can understand, and which impacts them directly. Allowing *calculated* failures to occur is also a good lesson in urgency. As a manager or leader, don't "catch" that mistake...let it happen and let urgency drive corrective actions. "Complacency kills" is a valid adage.

Addressing challenges head-on is crucial for successful change. Reminds me of a time when our team faced unexpected hurdles during a major system implementation. By openly acknowledging the issues, involving the team in problem-solving, and providing the necessary support, we not only overcame challenges but also strengthened our resolve for future changes.

Think of change as being in one of four quadrants: Q1 is expected but not wanted. Q2 is expected and wanted. Q3 is not expected and not wanted. Q4 is wanted but not expected. Try your best to stay out of Q3. People don’t always resist change they resist unhappy surprises.

This is SO true! It took me a while as a young leader to learn this lesson. I had no issues with change but when you can attain buy in from the employees things go so much smoother. Plus, they can help you sell the idea to the others not so on board with change. But that is a really good note to self... Stay out of Q3 if you don't like unrest!

One thing I found helpful in inspiring employees is understanding what changes they want to be made. If there is the ability to align their desires with your goals for an aspirational effect do so. It enables the saying to kill two birds with one stone, and they are invested in their own goals as well as the team's collective goal.

Inspiring employees to embrace change requires strong leadership support and buy-in. Leaders must not only champion the change but also actively participate in it. I've seen firsthand how when leaders lead by example, demonstrating their commitment and enthusiasm, it significantly enhances the organization's ability to motivate and inspire the entire team. I recall a time when we embarked on a cultural shift within our organization. By connecting the change to our collective values and aspirations, and by fostering an environment of innovation and learning, we not only inspired our team but also witnessed remarkable growth and adaptation.

Creating a sense of urgency for change among employees is a multifaceted task. To inspire employees, it's crucial to communicate the vision and the 'why' behind the change compellingly. This involves painting a clear picture of what the future could look like and how it benefits not just the organization but the employees as well. It reinforces the idea that change is positive, achievable, and beneficial for everyone involved.

Como líder, é crucial modelar a mudança desejada. Demonstre entusiasmo, comprometimento e otimismo em relação ao processo de transformação. Sua atitude positiva influenciará diretamente a percepção e a receptividade da equipe em relação à mudança.

To get everyone on board with a big/small change, there is one strategy prescribed in Art of War. You bring in an external challenge that everyone needs to face together. This challenge acts like a motivator, making the team work together to tackle it. By showing that the change is a response to this common challenge, people are more likely to come together, adapt, and succeed.

Change is unavoidable, but the key lies in how well-prepared one is for it in the long term. Rather than inducing urgency, it is crucial to actively engage in and anticipate change, ensuring that individuals are not left unprepared. Coaching plays a vital role in maintaining employee focus on the ongoing process rather than solely fixating on outcomes. This approach fosters adaptability, as individuals are fully committed to the process, ready to face whatever challenges may arise. Walking hand-in-hand with the process dispels the fear of the unknown, instilling confidence and resilience.

I do believe it's critical to help the employee see the impact they have on achieving organizational success. What do I do that makes it successful? This will allow them to be more invested in the process at all levels, psychologically, emotionally and physically.

On one of the projects we figured out that the cross functional team members were not able to allocate time for testing of the new system enough. We applied design thinking & created a leader board & created a competition amongst the team members. Their daily test transactions were issued daily with the member name. Looking at this, every one prioritised the testing & tried competing to out perform the other team member. The winner was publicly appreciated and the end result was thorough testing of the system.

I believe that the information together with the communication is the key. If you have to implement a change, independently if is a more or less positive, the reaction to that change will be better if you do a proper communication and give enough information. And a quicker one too. I have the experience (in many situations), that if you take the time and effort to explain well the situation and consequently the change that is going to happen, the output and the people's understanding will be always better and faster. So take the time to dedicate yourself to a project, to a theme, to a situation, and do whatever you can to give more than your expected 100%.