Rolf Meßmer

Each member should create feedback and articulate the reasons behind the changes in their own words. This lets you check if your communication content has been received correctly. Think of the movie Lost in Translation as a great example of how tricky it can be when content is misunderstood. The definition of translation in this context is How my messages have been received.

Fully agree. It is easy to reflect and say, "We have always done it this way." Challenging the status quo means leaving one's comfort zone.

Communication is always the key, especially when a strategic vision is shared. There is always the "factual" part, which could be dry and with lots of potential "but if" or "in case of" areas. When communicating the strategic vision, you should tell a story that touches and engages all stakeholders so that everybody is part of the overall vision. Again, understanding the concerns and getting a clear picture is mandatory to communicate successfully.

Listen to and understand the stakeholder issues. Consider that there could be "hidden" topics you are unaware of in their minds. Setting up a strategy requires a complete picture—therefore, make sure you also define the background of the basis on which you have started working on your plan. This will also help to overcome potential resistance.

Please ensure your team knows they can give feedback, following the same rule. Rephrase the negative into "areas to improve", and they should always end with a positive feedback or supporting offer. Always remember that we are all humans and sometimes have a terrible day and are not perfect. We can only improve when we receive feedback.

Feedback should always be given personally. Take your time in advance; write down what you dislike and what they do great. Then, rephrase the negative into "areas to improve". In the regular general session, ask your team to do the same and how the improvements could be implemented. Let them talk and only add at the end areas which has yet to be mentioned. In case of an "on-topic" feedback session, do it close to the event so that the member can improve directly; do not wait till the next general session. Always end with the "positive" stuff and make sure your team member has no chance to explain why this was not a big deal. Or offer your support to help him improve in an "on-topic" situation; don't leave him alone.