Accompanying transformations Tutorial

Navigating change can be challenging for teams, but our video 'Accompanying Transformations' offers essential strategies to help managers support their staff effectively. Discover three impactful tips: sharing vital information, fostering co-construction for collaboration, and emphasizing actionable steps. With a focus on agility and change, learn how to build a resilient team ready to embrace transformation. Dive in to empower your team through this pivotal journey!

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résultat(s)
00:00:07
What attitudes should we adopt as a manager?
00:00:10
Here are 3 tips that will make all the difference.
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Share,
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co-construct and act.
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Share by listening and expressing yourself in
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the middle of the transformation process.
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Co-construct in project mode your department's
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implementation of the decided change.
00:00:28
And finally,
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make sure to involve your employees in the action.
00:00:33
Sharing means talking,
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letting others talk,
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listening and questioning.
00:00:38
Even if there seems to be nothing to say or nothing new to say,
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whatever little information you have,
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repeat it on a loop if you have to.
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Whatever time it takes for everybody to be aware of the inevitability of change.
00:00:52
A change is a revolution which requires appropriation through words.
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Don't run away from your employees who come to you for more information.
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Don't feel embarrassed if you don't have any information.
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Repeat what you know.
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Listen to your employees,
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get them to talk about the reasons behind their questions,
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about their real questions,
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about their fears,
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about their hopes,
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near back the questions they have.
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What do you think the impact on the department might be?
00:01:23
In your opinion,
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what could be the new tool we will be entrusted with?
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While change is being implemented,
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always be in a sharing mindset.
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How's it going for you?
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What's the impact on your files?
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How do you plan to implement such a change?
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And also,
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above all,
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share about your current projects,
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which we sometimes tend to forget or put aside when we're in the middle of change,
00:01:47
waiting for answers about the future.
00:01:49
During the construction work,
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the store remains open.
00:01:53
Help your employees stay focused on what's already there,
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real,
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to be done when the future is still a big question mark.
00:02:01
Change requires an increased presence.
00:02:03
It will take courage to breathe energy and
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stay the course when change often brings waves,
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fog,
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crosswinds,
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and headwinds.
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Above all,
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you will need a real skill of presence and
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listening without taking away the autonomy of the teams.
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Second piece of advice,
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co-construct.
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You won't be able to hold your employees together if you don't work together.
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You will drown if you have to swim alone in the waves
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to make sure that each employee scattered at sea is well.
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They say that in difficult times you must stick together,
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and that is how you manage to weather the storm.
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It's the same for change,
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you can't be the only piece that will stabilize the whole machine.
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You'll end up exhausted.
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Make a common boat,
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make sure the floor is shared in meetings between each other.
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Let the purge of fears and anger that change often brings.
00:02:58
Let this purge happen.
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Then have them identify the right attitude and strategies for success
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together.
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Feel free to work in project mode on small and large changes.
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Set up working groups around the sub themes of change.
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A working group for the redistribution of tasks of such and
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such employee on a temporary contract which will not be renewed,
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a working group for the change of tools.
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A working group on the new customer approach.
00:03:29
The team will not sink if it's together on the same boat.
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The team will go much further if it puts the course of change on the same boat.
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Team cohesion is essential to change because
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it will be the cement of co-construction.
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If an announcement of change is made and you don't know how to anticipate it,
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make cohesion a priority.
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Maximize teamwork,
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establish a culture of co-construction.
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Third tip for accompanying change,
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action.
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Bruno Jerison distinguishes three types of levers for change.
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The authority he calls the kick in the butt theory,
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which is effective in short term if you're the strongest,
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but has harmful consequences.
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The persuasion that works if you're someone who inspires trust,
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but is not guaranteed because some are not
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so malleable and even sometimes resist persuasion.
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Finally,
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the action,
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which is the optimal lever according to Gerrison.
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According to him,
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it's not necessary to get approval to produce change.
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Initiating action is enough.
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According to him,
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it's more effective to put people to work than to try to convince them through words.
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Therefore,
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when dealing with teams going through change,
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one of the key questions at the end of the interview and meeting
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will be to determine the action plan.
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What actions can we implement now?
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As a reminder,
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here are 3 tips that will allow you to best accompany teams through change,
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sharing,
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co-construction,
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and action.

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