Warring, competing agendas at the top; inertia at the bottom among those not yet directly affected by the changing market; and confusion among the rank-and-file about what to do day-to-day to enable strategy.

Align senior leaders to clarify the path forward and develop the governance to provide guidance along the way. Depending on the level of change required, you may have to engage both business lines and functions broadly, which requires strong and clear messaging from the C-suite. This support can mean the difference between failure and success: When teams have aligned support and ownership, you will see a much higher rate of success compared with those that have not.

There is a strong temptation to create teams composed of people who have a history of successfully working together; it seems efficient because they can speak in shorthand and share similar norms and ways of working. However, this approach replicates existing problems — often the ones that you are trying to eliminate — instead of encouraging individuals from different functions to truly “think future state” and collaborate.

Rather than creating separate groups of functional and business unit representatives, create cross-functional work streams and teams. Pay attention not just to the composition of the team, but also to the size. In large teams, responsibility is often diffuse, which can lead to stalling of efforts. Continue to monitor the team make up and interactions and make adjustments where needed.

Conflicts are inevitable, but with the establishment of new governance models, teams, and structures, the path to resolution is also uncharted territory. And although we often recommend having two leaders, their equal stature can result in a standoff.

Clarify who has the final decision-making authority. In some instances, you can deliberately create a situation where two people have the decision-making authority and must jointly make the final decision. In such cases, you need to make certain the right data is being brought to the table and is transparent to both parties, to ensure that the disagreement is not a result of one party’s data that the other might dispute.

Adjusting to market disruptions is often a high-stakes proposition for organizations. Failing to break down silos and disrupt the status quo is riskier. By leveraging the 3 best practices described here, leaders can improve collaboration, communication, and trust between their teams and create a more effective path to growth and profitability during times of significant change.

And even after the most significant changes have occurred, the process of breaking down silos will have made an organization more flexible and agile for the future. Silos may remain, but they are less likely to be rigid obstacles if a company has approached transformation this way.

Often when a change is unprecedented, much like our current pandemic, it becomes even more challenging to manage because of unspoken expectations. If your staff members have fallen into the trap of assuming they work in a stable and comfortable environment, where they always work with the same coworkers, reporting to the same manager, they may feel blindsided and betrayed when you alter the reporting structure or role focus. To help them and you remember that change is inevitable, switch things up once in a while to keep everyone on their toes – in a good way. It can be as simple as changing the update order during virtual meetings. Little actions like this can go a long way to developing and sustaining a culture where people are comfortable with change.

Accept the fact that any time there’s a major development at work – positive or not – there will be a natural dip in productivity as individuals and teams react and adapt to a new paradigm, environment, organizational structure, or leadership team. Your first message should not be, “here’s what’s happening, and here’s what you should think about it.” This approach will only create additional resistance.

Instead, look at the change through the eyes of each department or person, and give them time to work through their own individual reactions. Try, “Here’s what’s happening, and we know you’re going to have questions. Let’s talk about them.”

If you’re making an announcement and you know your team will view it negatively, the worst thing you can do is try to convince them that it’s actually a great thing for them. “I know you’re all getting a pay cut, but can I get a round of applause for paying less in taxes?”

Stick to the facts. Be sure to include whatever relevant circumstances (not excuses) may have led to this point and sincerely acknowledge the negativity that comes with it. Ensure you are available to answer questions. As appropriate, you can also outline your plan for forward growth, the measures you’ve put in place to avoid this happening again, and other details that will give your employees more hope for the future. Try not to start any of your sentences with “At least…”

When it comes to change management, there’s no one-size-fits-all solution, and there is no predictable timeline for when everyone will be enthusiastically on board. Each person will proceed at their own pace through the change curve which starts with feelings of loss, doubt, discomfort, followed by discovery, understanding, and finally integration.

Rely on what you know about each individual member of your team, and after a while, reach out personally to those who seem to be stuck in doubt or discomfort. Seek first to understand, then to be understood as you try to help them make forward progress through the change cycle.

MLK was a great communicator because he knew his audience and his message was consistent.
When it comes to managing change, clear and focused communication is the most powerful tool in your toolbox. It is critical that you are able to communicate change to two distinct audiences. The first consists of your employees and team members. These individuals need to understand the need for change, as well as how it will impact their job responsibilities. Despite realizing that change is necessary, employees are often afraid of big changes in the organization.

The second audience includes key stakeholders within the company such as other members of management, the C-suite, and board members. If you are the person proposing a change, it’s these individuals who need to be convinced it’s necessary. If they have initiated the change but charged you with overseeing the process, it’s these individuals whom you must regularly update on the status of the project.

By the time you’re announcing a drastic new initiative to the company at large, you’ve probably already been thinking about it, working through the details, and processing all of the ramifications for a considerable amount of time. Realize that your employees are going to have all the same questions you’ve been working through for months, that they are going to have fears and uncertainties to overcome, and they are going to experience a temporary drop in productivity.

As a leader, your best approach is to create a culture that embraces change. Respect everyone’s right to have their own reactions. Communicate the news with authenticity and empathy, and give everyone time to work through the change curve at an individual pace.

*Adapted From Tips for Effectively Managing Change, Inc.com