by debMaes 

August 12, 2016

When the wave of organizational change hits, teams often get knocked off course – or even pushed underwater. Even in the ideal circumstances, the process of change is demanding – and exhausting.

Leading team change, what can you do to keep the change process working while supporting your people through the challenges?

You need more than a clear vision of the future you need to create Trust. It’s the “not-really-secret ingredient” as the neuroscience of trust shows.

In the Vital Signs Model ©Six Seconds Model trust is the central balance point.


Trust creates motivation and permission to take risks to change.

Trust builds a sense of connection for teamwork.

Trust allows focus on what’s important to improve execution.

Trust has significant economic value – as well as moral value.


Trust is as important as air.

If trust is low on your team, you will not weather the storms of change well. For a team trying to thrive in times of challenging change, trust is as important as air. Every small leak must be addressed. Where you can get away with minor breaches of trust “in good time,” in challenging times, everyone is more sensitive, more critical, more afraid.

What you permit, you promote.

Often managers excuse bad behavior from some employees – there are often a few people who are not doing their share, or not following the rules, and everyone knows it. Why do we permit it? Remember, as a manager, what you permit, you promote.

Tip: In an extraordinary time, you can have conversations that you don’t normally have.

Confront the problem by focusing on the shared goal: “We are in an extremely challenging situation, so all of us will need to do things differently. I’ve observed that you sometimes ____, and during this change, that won’t be allowed. Are you willing to work with me on this?”

Trust is that it’s something we FEEL.

Tip: Trust is an emotion that helps us survive.  So don’t approach trust only with logic. If team members are not feeling trust, you can’t convince them with facts alone. They need to know that you and their colleagues are committed, responsible, and mutually protective – and they need to feel it.


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