Inevitably, when you take on too much, at least some of those things will fail. When that repeatedly happens you create an expectation and an acceptance of failure. Worse, you create a culture of failure because people learn that some things might get done, some might not, and that’s okay. It’s far better to do less. Focus on the critical few, concentrate your efforts, and then expect results.
To lessen uncertainty and reduce fear, it’s crucial that leaders overcommunicate during times of change. Not just what is changing, but how it will change and, most importantly, why. Answering “how” lets people know what to expect and how they will be supported. Answering “why” provides the context for change. And people are more likely to accept change when they understand the compelling case for change.
t’s equally important that leaders connect with their people at a human level. That means inviting, acknowledging and empathizing with their concerns. It also means taking appropriate action in response to those concerns. Finally it means projecting confidence that, collectively, you will figure it out and successfully navigate the change.