Team leader: the key to success in change processes

I recently had the pleasure of accompanying a company through a comprehensive change process. Structures were changed, teams were reorganized - no staff cuts but still a lot of unrest. I noticed that the team leaders in the affected areas were barely involved in the change process. Understandably, they were rather reserved about the process.

This was a potentially big problem, because team leaders who are not involved in the change project work usually react in a deeply human way: they are irritated and feel clueless and helpless in the face of the employees' questions. In the worst-case scenario, they start to complain about those at the top together with their team. Although this creates a bond within the team in the short term, it makes it more difficult for them to successfully lead the teams through the change.

Unfortunately, this happens again and again: in many companies, the importance of team leaders in change processes is greatly underestimated. They are the link between upper management and employees. If they are not sufficiently informed, they only half-heartedly pass on the messages to the teams - with quiet but dramatic consequences.

It is understandable that great ambivalence arises in the workforce and also in the management team during change projects. On the one hand, people want to be loyal and help shape the project, but at the same time they are insecure and sometimes feel powerless. If this ambivalence is ignored, people (including team leaders) are lost in the process. However, without convinced and involved team leaders, misunderstandings, uncertainty and resistance can grow and significantly hinder the success of the change project.

But why are team leaders often not well involved in change projects?

In most cases, it is probably not malicious intent: the project team is under pressure and there is often the impression that nothing can be communicated yet - it is better to wait. However, this ignores Paul Watzlawick's insight: you cannot not communicate - even the absence of communication contains a (non-appreciative) message.

From time to time, a project team also operates in an in-group logic in which other perspectives/stakeholder interests are ignored and not taken into account due to the focus on objectives. And yes, from time to time we also come across quite mechanistic assumptions that strategic decisions and changes will be obediently implemented as soon as the decision has been made. This ignores the human factor and is then surprised when there is major resistance within the organization later on.

So what can you do to involve the team leader level appropriately? A lot! Here are three ideas:

1. Early involvement and open communication:
   Team leaders should be involved in the change process at an early stage. This can include, for example, regular information events and interactive workshops between the project team and team leaders, where perspectives can be exchanged and the current status of the project can be discussed. At these meetings, it is important to listen carefully to the team leaders to find out where they need support and then offer it promptly.
2. Individual support:
   When it comes to implementing measures, team leaders often face difficult discussions. Tailor-made support can be very helpful here, e.g. in the form of an open coaching consultation hour or a freely usable coaching hours quota for use. Mentorship programs, in which experienced managers accompany team leaders as sparring partners, can also strengthen team leaders' skills and better prepare them for their role in the change process. Personal advice and individual development plans also help team leaders to feel well supported.
3. Setting up a change council:
   A change council, consisting of several team leaders and members of the project team, can reflect on the progress of the project, identify challenges and jointly develop good, practical solutions to difficulties. This close cooperation promotes trust and acceptance of the project throughout the company and also improves the implementation of the changes.

How do you involve team leaders in change processes? What best practices would you like to share? I am curious! Feel free to share your experiences and thoughts with us!