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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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What attitudes should we adopt as a manager?

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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.

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And finally,

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make sure to involve your employees in the action.

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Sharing means talking,

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letting others talk,

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listening and questioning.

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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.

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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?

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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,

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waiting for answers about the future.

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During the construction work,

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the store remains open.

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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.

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Change requires an increased presence.

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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.

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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.

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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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