Essential leadership practices for change management and change Enablement

Change indeed is an inherent part of the journey to organizational development and innovation in this fast-moving, dynamic world. In doing so, effective change management and change enablement are very clearly strategic toward making sure teams and organizations are properly led across transitions with the least disruption and with the highest opportunity for success. These become all the more important in a remote environment for the simple reason that challenges and complexity of change are now further exacerbated by geographical dispersion and a lack of rich digital communication. This paper identifies and discusses the essential leadership practices in relation to change management and change enablement within a remote working environment.

Clear Communication and Transparency

Hereby, a communication strategy will be crucial to the effective cornerstone for managing successful change and enabling change. Leaders need to communicate the vision and purpose of change initiative very clearly, including the rationale for them and what should result. When the place of work is not centralized, the communication should be more regular and open to ensure that the teams remain aligned and remain engaged.

At this juncture, leaders would want to use all communication channels: be it video conferences, emails, instant messaging, to the latter, to ensure all team members have been reached and that there are no questions that would be unanswered. This will, therefore, be able to ensure that the information in their varied forms is related to each of the members.

Build Trust and Relationships

Trust becomes a pivotal point in successful change management, especially on issues to do with remote working. Openness, approachability, and supportiveness should all be part of how leaders create trust proactively in an organization.

Relations with the team members are built, and through encouragement, they develop a sense of belonging that reduces their resistance to the change and increases the buy-in. It also shows trust in the employees by involving them in this change process and trying to bring their line of duty to a point where they will have a chance to be more accountable and own the change even further.

Foster a Culture of Adaptability

It is, therefore, crucial in a culture of flexibility within a remote team. It is, therefore, paramount for all leaders to instill a growth mindset in the team, whereby a change should be an opportunity to learn and not a threat.

The employees would be well equipped with resources in professional development and training, which would give them new skills and competencies needed for the context of functioning under change. Leaders should also be in a position to show the value of flexibility by being open to suggestions and even ready to change the strategies where necessary. This will give the team a chance to flex and at the same time learn the fact that change is not a doing activity that is done one time.

Set Clear Expectations and Goals Teams need to be directed towards change with very clear expectations and goals. Working with a remote environment could subject the team to ambiguity, thus confusing it and compromising the productivity of the team. Set down specific, measurable, achievable, relevant, and time-bound (SMART) goals towards the change initiative. This ensures that the leader is focused on his or her deliverables, responsibilities, and timeframes that he or she guides the team with focus and motivation. It should also track progress in periodic check-ins to allow course correction and recognition of achievements.

In such a work environment, the introduction of such change can be somewhat difficult to effect for the employees, considering that they feel isolated at times. Leaders should be able to provide the necessary support and resources for the team members to be able to embrace the change successfully.

Some support, like providing tools and technology to collaborate, training, and development opportunities, with accessibility to mental health resources, is part of it. Leaders would also encourage an open dialogue and be available for any concerns or to give advice.

Ensure that the employees are part and parcel of the process of change. Leaders would engage their team members in a discussion of the effects of change in their work and listen to suggestions on how the change is supposed to be implemented.

Empowerment of the employees through active involvement in the decision-making process will create ownership and accountability from among the team members. This also brings forth new and better ways, making it an easier process for change to take place.

This change, therefore, calls for the monitoring and evaluation of the progress of change management. This is, therefore, to mean that leaders should be in a position to track KPIs alongside other different sets of metrics meant to measure effectiveness being contributed to by the change initiative.

Regular review would serve to keep leaders well apprised of whatever issues may tend to arise and be corrected as necessary. It would also allow the time for successes to be recognized and contributions made by the team to be honored. This would enhance morale and motivation.

The only constant in change is unpredictability, and leaders have ad imperatively help team members acquire a resilient mindset to do well amidst situations of uncertainty. Employees may become better adaptive to change if pushed to take challenges as opportunities for growth.

They can also role-model resilience by remaining calm and composed in the face of setbacks. A positive attitude and focus on solutions increase the commitment of the team to the change process.

Leadership is a catalyst to the tone of the change initiatives. Where the physical presence is at its minimum for remote work, the display of the highest example by example takes the center stage in leading by example. Leaders should exemplify the values and behaviors they would like their teams to exude.

This involves being adaptable, bringing innovation, and willingness to learn and evolve. They can also guide the team to emulate required behavior and be, therefore, more open to the process of change.

Leaders may also use the intervention strategy of celebration and reward. For instance, leaders need to publicly recognize members of their teams who have put in effort and even achieved what was expected of them, probably by giving out bonuses or other forms of rewards.

Those are critical milestones that celebrate what has been achieved; therefore, they reinforce both the positive attitude towards the change and the felt accomplishment. This can help build confidence among the team members that they can survive change.

It would be a prerequisite for an atmosphere of psychological safety to be able to successfully change enablement and manage change in a remote working environment. Psychological safety will guarantee that the team members feel free to express opinions, share ideas, raise issues without fear of being embarrassed and punished.

Leaders should be able to create an environment where subordinates feel free to air their views and open up to one another when discussing the change process. This is most probably going to be achieved by actively listening to the team members, affirming their views, and possibly respecting them or expressing concern in a positive way.


First and foremost, psychological safety encourages members of a team to take risks and even welcome new challenges that make them offer more innovative solutions and work much smoothly in change or transition. Leaders with a focus on psychological safety help teams navigate change most effectively through creating a culture of collaboration based on trust.

Effective change management and enablement are both of utmost importance to help organizations surf through their transitions, even more so in the remote working environment. Therefore, leaders with clear communication, building trust, being adaptable, and involving the employee will be able to transit the change more smoothly and successfully. Feedback on the monitoring of progress and support, plus recognition of achievements, could also further add to the experience of positive change. In the