Changes from the C-suite often land as abstract ideas that feel disconnected from (or irrelevant to) the reality on the ground. It’s up to team leaders to help people see what it means for them. Otherwise, it’s just another big announcement that doesn’t stick.
So, what are the best ways to talk to your team about a strategic change? How can you frame the initiative in concrete terms? And what should you do if there’s skepticism that points to problems with the change?
Being the messenger of change is often challenging. How hard this communication gets comes down to how much or how little resistance you face, according to Shana Carroll, a professor and co-director of the Leadership Development and Communications Program at the Kellogg School of Management at Northwestern University. “It depends on your team’s attitude,” she says “Can your team see how this change is positive? Or will they struggle with it, push back, or fail to see how it affects them?"
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