The our life and personal and professional

The change is an accepted pattern and normal in today’s society, although it may be that its effects are or are not recognized or experienced immediately. However, it can be said that the change of the nature that affects every individual either directly or indirectly. Basically, our patterns of change and responses to the same (if they exist) are influenced by our culture individual, group and organizational form and collective that develop during our life and personal and professional development. The change involves assessing the present and determine a future that is relevant and meets the objectives in mind, so that it can be said that the same implies a vision, because if an organization does not set out a vision would be without a fixed direction, it would be to drift and would imply that might lead to the survival of the same.All change is dynamic, not static, there must be a change management to carry out a planning strategy motivated by different factors that ensure a positive outcome in accordance with the objectives set out for the organization, group or individual to cope with the requirements of the change. This same that may be imposed or voluntary implies an accentuation personalized and subjective that involves individuals and society in general including also to any organization, but this can take a long time to settle.If you want to be an effective communicator in time of change you can ask yourself some question like, Who? Why? and How? Who should you be sending the message to and who should be the sender of the message? People are most likely to embrace a change if the message comes from someone they really trust. – Like a supervisor, I mean, why he shouldn’t put out email letter or go to your next meeting. It probably would be best if he communicates the message. He has a lot of credibilities. When a higher-level executive communicates a change message it does create a sense of urgency or importance, but there’s also a really compelling argument that the message should come from a supervisor. Personal contact, for starters. If the supervisor does a newsletter or a video, you lose all of that face to face interaction that you have with your team. Employees prefer to get their change messages from their direct supervisor (Baer, 2012) .So now you’ve asked yourself who needs to send the message and to whom do you need to send it? Are you ready to talk about why you’re sending the message? For example, are you just trying to inform them that a new system is coming? Do you need input from them? So just plan out your specific purpose for every communication event and with every stakeholder. Change communication is more like a campaign than a one-shot deal. So, you should be talking about this change all the time. Every day for the next few months. Even in a simple conversation about fixing a business problem. You want to plan an entire sequence of communication events so people are getting just the right information at the right time without being overwhelmed (Nelson & Quick, 2013, p. 278).What do you need to communicate?  Well, they want to know what exactly is the change, what will be different. They want to know why are we making this change, and then they’re concerned about how does this affect them personally? When you’re answering the questions, you want to be as concrete as possible. Avoid abstract words like streamlined. You will want to share with them what it looks like to succeed both individually and as a company. Try to answer the questions by framing the change positively. Instead of talking about how awful things are going to be if you don’t change, focus the conversation on how awesome working in the company is going to be once you do change (“Frame positively: Communicating in Times of Change,”).  You should frame your messages positively. Answer the pressing questions that people have, and don’t shy away from brutal truths. Change can be disconcerting and doesn’t always bring positive consequences. Given this, you still going to encounter concerns and questions regarding all these changes. But in a way, it’s kind of a good thing because now you at least know what their concerns are. You might be able to address some of their objections this way. Not too long ago I had a change I had to announce in my department and the strategy I used was to go to the person I knew would be the biggest skeptic about the change. And I just asked her to lay out every one of the concerns and objections that she had. That way I knew, and I could fix some of those (“Frame positively: Communicating in Times of Change,”). While some have concerns, others may resist change. Resistance is a natural part of a change. Even if it was a positive and exciting thing, they give you all the reasons why it’s not a good idea and they drag their feet on taking action, only to love it later. This is because of our human drive for constancy and our attachments to habits. All humans have a psychological response to change. While the change itself may be factual and structural, there’s an emotional aspect of the change called the transition. When you lead change, you must tend to both the structural, or technical aspects, and the emotional, or transitional, components.  Once you know the common reasons for resistance, consider the ones which might affect your upcoming change. These are when you just need to take a walk in the shoes of your team. I know you’re really excited about all these changes and the benefits that you see connected to it, but what does the change look like from your team’s perspective? You don’t have to fix the problem right now, you just need to show him that you get it. Their concern is legitimate and that you care (“Organizational Change – 8 Reasons Why People Resist Change,” 2017). While you’re doing the work of identifying the problem and analyzing your context, also pay attention to how you and the others are responding. You should address both the logical and the emotional sides of people or the head and the heart to overcome resistance. Change is personal, it’s emotional. So, you have to speak to the head, which you’ve done, but also to the heart. You could’ve acknowledged a lot of their concerns before it ever got to upper management. You don’t even have to address those concerns or fix any problems, just acknowledging them goes a long way. Even if that means sharing some of your own vulnerability. – How does being vulnerable help? – Well because you build trust when you’re honest when you’re transparent.  You also speak to the heart when you are willing to share why you are so committed to the change on a personal level. Why it matters to you personally and what you’re willing to do to get the change pushed through no matter what anyone else is doing (“Frame positively: Communicating in Times of Change,”).Every organization is expected to deal with these challenges professionally and appropriately. You may feel bad at having to implement the change. But don’t expect your people to make you feel better about it. They have a right to have their feelings of upset. And it’s not a reflection of their respect for you that they’re grumbling. It’s just human nature, so don’t take it personally. But do take care of yourself during these challenging times. Make sure you’re seeking the support of all, as well as other leaders involved in the change. You can get your team to embrace this performance management system, you just need to be really thoughtful about your communication.