Whether change is deliberate or imposed, it is advisable to adopt an agile and unified approach to manage it. And in our current (VUCA) world, it is better to see it as something positive, so as not to waste too much time trying to adjust. An enthusiastic team, on the lookout for development opportunities, will more easily channel its energies. It is absolutely essential to create, within organizations, the conditions that will allow for instilling and maintaining a good mindset towards change.

• Educate people about change. Organizations are called upon to create a culture of change to prepare their staff to constantly face new situations. The driving forces endorse ad hoc management processes and systems; they are also responsible for motivating teams. It is therefore a matter of developing a common way of expressing and managing people's emotions during transition phases.
• Develop a clear communication plan for implementation before, during and after the transition phase. Think in advance about what information will be given and when. Transparent teams and organizations provide clear explanations at opportune moments, which contributes to a very noticeable reduction in resistance phenomena.
• Solicit active participation from management. It is illusory to expect teams to embrace change with open arms if they have not been involved or do not get involved in the process. Leaders must act intelligibly from A to Z. Not just during the initial phase. There are ways to create and strengthen leverage: for example, by identifying and sponsoring the best-placed people in the organization to set an example and advocate for change.
• Create a community bringing together change advocates and those affected by it. People resist change when it is imposed. As soon as they appropriate it, they can envision it more serenely, begin to accept its consequences, and understand how to use their room for maneuver to benefit from it. For their part, leaders must begin by identifying all stakeholders (individuals and groups alike), to signify their commitment to them. This should be done as early as possible, and then repeated.
• Work with change management specialists throughout the process. For the team responsible for leading the project, considering calling on specialists should be a reflex. These qualified and equipped individuals will provide valuable expertise and informed advice.

• Ignore the root causes of resistance to change. Leaders often make the mistake of assuming that teams oppose change because they are disengaged or difficult. In most cases, resistance is due to a lack of conviction or latent fears. Try to uncover these reasons to address them appropriately. Transform resistance phenomena into opportunities for frank and open dialogue!
• Forgetting to solicit and/or integrate team feedback in real time during change implementation. Leaders who do not constantly adjust their approach based on feedback during this crucial phase risk appearing peremptory and intimidating. Constantly solicit feedback from affected individuals and groups, so that the plan can be smoothly modified if necessary.
• Seeing change through your own lens. You must take into account the realities of your team and the individual characteristics of its members. Pay attention to personality types when developing and deploying your plan. Some individuals (the inspirers) will want things to move faster, while others (the observers) will be cautious and therefore inclined to question your arguments before adhering to them. A third category will demand concrete actions (the shapers). Finally, some people (the coordinators) will work towards finding a consensus.
• Neglecting the why. Many leaders explain to their team what needs to change and how, forgetting to mention the reasons why. Explaining and contextualizing things by talking about the organization's mission and vision is a preamble that cannot be overlooked. Otherwise, the change risks being misunderstood or misinterpreted. This would cause a disconnection from the objective and/or values of the teams involved.
• Refusing to admit that change involves grief. Fear, anger, and sadness are normal reactions. Not addressing these emotions by assuming people will adapt immediately is an approach doomed to failure. Change involves successive, progressive phases, similar to the stages of grief. Accept this and support your team at each stage.