Wie kann man Veränderung emotional intelligent kommunizieren?

The best results have been seen when a leader is able to effectively, and deliberately, communicate a compelling vision for what's possible, AND THEN connect each person to their part in achieving that vision. This turns people at work into a team on a mission. Then, every week, update the team on the progress and remind them of the overall mission and their essential role in the journey. Every week, without exception, communicate with the team and give updates — good and bad. Just the facts. Real wins and real losses. Communicate it all, and build fans and believers. Put me on that team.

Unpopular opinion here - but what I find works best is instead of shutting yourself behind closed doors to work out the impact, actually involve more of the people concerned up front to help you assess the impact. This strategy of radical transparency is faster and creates way more trust during a change process.

You must be aware of your own emotional state in reaction to the change before you can begin to measure the potential impact on others. Self-reflection is the key to leading change.

You do not need to do it alone. Consider securing support of Change Ambassadors / Early Adopters in your team. They tend to feel the benefits of a change earlier than others and will communicate those benefits with enthusiasm and authenticity.

As a part of assessment it's important to know how you would emotionally handle the anticipated impact from the team members. It's a space of resilience and learning as you may have the same emotional response as someone else in the team and it may be difficult to stand as an observer and communicate the change.

📊💭 Effective change communication starts with empathy. As an executive coach, assessing the impact of change on your team is paramount. Every individual brings a unique set of personalities, values, motivations, and concerns. Consider how change aligns with or challenges their goals and preferences and how it affects their roles, responsibilities, and relationships. Understanding their emotional reactions to the impending change is crucial. Tailoring your communication to accommodate their emotional responses can mitigate resistance and foster a smoother transition.

A common pattern here is a leader or leadership team discussed changes learned from experts over the course of months but expect their teams to absorb the same insights much faster, either they are slow or they expect more from the team than they could achieve, be realistic about the timeline for major change especially where the impact is desired to a shift in culture.

Study the science of managing transitions in books like “Managing Transitions (25th anniversary edition): Making the Most of Change” by William Bridges

In my experience it’s always best to stick with the true facts - the why and the how. Emotional reactions will be different for everyone and this is almost impossible to predict but you can show compassion and reasoning to find a positive outcome.

Even though we all know change is hard and inevitable. As human beings, we are resistant to change. When people feel threatened by a change, they get into a  fight, flight, or freeze response.  The first step in any change or transformation should always be to express the WHY. As Simon Sinek put it, "it is the why that will drive the 'how' and 'what' in clear context." More is better when it comes to communication. Provide as much information as possible about why the change is being made, the impact of the change, the goals we hope to achieve, and, most importantly, "What is in it for you?"

I fully agree with the need for the “why” change is happening. Additionally, it is critically important to keep a flow of communication going to all involved throughout the entire cycle of change. Employees can see times of lack of communication that a “shoe is about to drop” which causes much more anxiety and work disruption.

I can't emphasize enough how important explanation is. Overcommunication is a key strategy in effectively communicating change. We often assume a common sense level of understanding among our colleagues when it comes to implementing something new. What if your assumptions are incorrect? All it takes is for a few influential people to start a negative reaction and you will have a real messs on your hands. What helps: 1. Communicate often about all aspects of expected changes. 2. Explanation about 'What's in it for me'. 3. Use all communication mediums. Email by itself is overused and the subtle nature of in person communication is missed. 4. Hypercare. Be available to talk. Schedule office hours for 121 and small group interactions.

When leaders talk about change, they really need to show how it matters to everyone on a personal level. Addressing the 'what's in it for me' question for each person or group makes a big difference in how they see the change. Even when jobs are on the line, leaders should work hard to make the situation better for everyone involved, including those who leave and those who stay. It's crucial for a leader to be seen as someone who puts their team's well-being first, because that builds trust and keeps morale high.

Inspiring leaders always communicate why for any direction that they lead teams towards. Change is also a new direction and communicating the why can help the team create resonance and acceptance at a deeper level and that too faster. Being a corporate leader I have always made sure to communicate the why, which helped us as a team to navigate through the change with ease.

🤔🌟 Communicating the 'why' behind the change is pivotal. People are more likely to embrace change when they comprehend its purpose, benefits, and alignment with the organization's vision and values. Elucidate how change contributes to the realization of strategic objectives and its positive outcomes. Highlight opportunities for growth, learning, innovation, or recognition; by providing a compelling 'why,' you can inspire your team and create a shared sense of purpose that eases the emotional impact of change.

Change is everywhere and the problem is to find out a meaning which can be useful. I believe people who are able to create new views where change can happen, bringing opportunities are skilled for the future.

I agree, sharing your rationale of the how and why engages people in the conversation, empowers them to have purpose in your plan and creates a culture of combined growth and engagement.

In my experience, people adopt to change better if they feel involved, rather than the decisions thrown upon them. Explaining the rationale behind the change, involving them in ideation for implementing the change, and actively listening to their concerns would elevate their experience and help overcome the resistance to change. It’s also important to be empathetic to people’s circumstances, as everyone has different lived experiences, and providing them the space to adopt change through kindness and compassion will go a long way in successful change management through the lens of emotional intelligence.

Emotionale Intelligenz spielt eine zentrale Rolle bei der Kommunikation von Veränderungen. Genaues Erkennen und Verstehen der Emotionen der Beteiligten bildet den Ausgangspunkt. In der Change-Kurve, inspiriert von der Chaostheorie, durchlaufen Menschen Phasen wie Schock, Ablehnung, Unsicherheit, bis zur Akzeptanz und Integration. Die Kommunikation sollte diesen Prozess begleiten. Klare, positive Botschaften betonen die Vorteile der Veränderung. Empathie zeigt sich im Eingehen auf Bedenken. Authentizität baut Vertrauen auf, während positive Sprache und kleine Schritte die emotionale Resonanz fördern. Ein partizipativer Ansatz, der Meinungen einbezieht, steigert das Engagement. Offenheit für Feedback ermöglicht die Anpassung der Kommunikation

I've found in my own leadership journey, and in observing the leadership journey of others, that involving and listening to staff teams is vital. As humans we are, hard-wired to resist change, and to consider it to be a potential threat. Therefore communicating change can bring up anxieties in team members, showing itself as resistance. A human-centric approach where teams can have any concerns heard and acknowledged, where they can feel included and given some agency to contribute where possible, can result in more positive outcomes for all involved.

I am a true ambassador for the same. The involvement of the team during the change can really create a better bonding and help scale heights which are not thought of. Being a leader I would always involve my team to be inclusive in all changes we brought in which helped to find innovative and robust solutions for dealing with the change. Also the emotional involvement during that phase helped every one grow in their intelligence to deal with emotional responses.

👂🗣️ Involvement and active listening are crucial components of effective change communication. Change often generates feelings of powerlessness and resistance, particularly when team members feel excluded. Establish a dialogue with your team, inviting them to express their opinions, ideas, and concerns. Display genuine interest and empathy, acknowledging their perspectives and emotions. This involvement and active listening build trust and collaboration and provide an opportunity to address any issues that may arise during the change process.

🗂️✉️ Change can lead to confusion and anxiety if messages are unclear or inconsistent. Please make sure your communication is precise, providing information on the change's specifics, including what, when, how, and who. Consistency in your communication style, frequency, and channels is equally vital. Avoid discrepancies and surprises that may erode your credibility. Clarity in your messaging and consistency in delivery help to minimize uncertainty and ambiguity while enhancing confidence and comprehension.

This is a hurdle many businesses trip up on. They deliver the news, engage staff in the process, but then run full steam ahead and fail to evaluate the situation. Check everyone is still on board every step of the way in your journey!

One thing I found helpful is being clear and honest. Be upfront that change is not comfortable or the true desired outcome is not certain but when we work together we can figure out the best approach as we face it. One size does not fit all and be ok with that.

I think talking to everyone and asking them "what does support look like right now?" Check-in regularly and create a culture of honesty and vulnerability. Change is hard. For everyone. So make sure they know you are there to truly support them.

It's important to keep supporting the team especially during a transition phase as everyone's expectation, response and resilience is different. To keep up with encouragement to imbibe change, coaching, mentoring and training can play a vital role.

🤝🚀Change can be stressful and challenging, especially when team members are ill-equipped to adapt. Your role as an executive coach is to provide support and empowerment. Offer guidance, training, mentoring, and feedback to aid your team in navigating change. Please encourage them to take ownership of the process, fostering a sense of responsibility. Empower your team to take initiative, experiment, and learn from their mistakes. Through support and empowerment, you can enhance resilience, performance, and their ability to thrive amidst change. Effective change communication requires a balance between understanding your team's emotional landscape and providing clear, consistent, and supportive guidance.

Honestly, and clearly understand listen! Change always happens encourage and admit when you are wrong helps the team move forward.

There's an old pithy comic that shows an executive on stage talking to the company: "Change is great. You first." So instead of evangelizing the change to your people, live it. Try it yourself. Feel it for yourself. When involving others in the change, roll up your sleeves and be part of the experience and conversation. Take their feedback and tweak the change in a way that involves their input. There's a lot of literature out there that tells us that change in hard, but I think it's wrong. What's hard is change you don't want. Or change you didn't have a say in. So instead of imposing your will on others invite them to change and include them in what happens next.

To support change, every conversation can start with an emotional check in and end with emotional check out. This will help to understand the responses, acceptance and next path better and support & encouragement to the team members can be chalked out based on the check in responses.

Absolute transparency punctuated by consistent and clear communication and consequence-free opportunities to share fears, doubts and ideas.