{"id":19416,"date":"2022-07-20T07:29:00","date_gmt":"2022-07-20T05:29:00","guid":{"rendered":"https:\/\/managementberatung-coaching.de\/?p=19416"},"modified":"2026-05-31T20:04:11","modified_gmt":"2026-05-31T18:04:11","slug":"trust-change-management","status":"publish","type":"post","link":"https:\/\/managementberatung-coaching.de\/en\/vertrauen-change-management\/","title":{"rendered":"Managing director knowledge: Change needs trust"},"content":{"rendered":"<div class=\"gb-container gb-container-fd340ee6\" id=\"summary\">\n<div class=\"gb-container gb-container-b90f8493 cp-container-accordion180 gb-accordion\">\n<div class=\"gb-container gb-container-d5dbb893 gb-accordion__item\" data-transition=\"slide\">\n<div class=\"gb-container gb-container-5d9c68ee gb-accordion__toggle\" id=\"gb-accordion-toggle-5d9c68ee\" role=\"button\" tabindex=\"0\">\n\n<p class=\"gb-headline gb-headline-5021f753\"><span class=\"gb-icon\"><svg aria-hidden=\"true\" role=\"img\" height=\"1em\" width=\"1em\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path fill=\"currentColor\" d=\"M207.029 381.476L12.686 187.132c-9.373-9.373-9.373-24.569 0-33.941l22.667-22.667c9.357-9.357 24.522-9.375 33.901-.04L224 284.505l154.745-154.021c9.379-9.335 24.544-9.317 33.901.04l22.667 22.667c9.373 9.373 9.373 24.569 0 33.941L240.971 381.476c-9.373 9.372-24.569 9.372-33.942 0z\"><\/path><\/svg><\/span><span class=\"gb-headline-text\">Management Summary<\/span><\/p>\n\n<\/div>\n\n<div id=\"gb-accordion-content-f7249701\" class=\"gb-accordion__content\"><div class=\"gb-container gb-container-f7249701\">\n\n<h3 id=\"ohne-vertrauen-keine-veranderung\" class=\"gb-headline gb-headline-6fa1fbb6 gb-headline-text\">No change without trust<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Change processes are unavoidable for companies. They can only be successful if trust prevails. For managers, this means that they must establish trust on at least three levels:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Trust in the management<\/li>\n\n\n\n<li>Trust in the process<\/li>\n\n\n\n<li>Trust in the role of employees<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The first steps towards greater trust are<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Analyse your own trust and uncover areas for action<\/li>\n\n\n\n<li>Building trust within the management team<\/li>\n\n\n\n<li>Communicate changes clearly and convincingly<\/li>\n\n\n\n<li>Strengthening the trust of employees and managers<\/li>\n\n\n\n<li>Recognising progress in the change process<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">How do you recognise that trust in your company has increased? There are clear indicators of this: Discussions are becoming more open, critical voices are increasing, solutions are being scrutinised more, mistakes are being openly admitted, decisions are being made more quickly and independently.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Trust is a competitive factor. If there is trust, change processes also succeed. If there is a lack of trust or if it is not stable enough, it becomes a showstopper in companies on several levels - also in change management.<\/p>\n\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n<h2 id=\"was-ist-die-grundlage-fur-veranderungsbereitschaft\" class=\"gb-headline gb-headline-3465ac80 gb-headline-text\">What is the basis for willingness to change?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">When we support medium-sized companies with such changes, managing directors often express the wish: \"Change should become the most natural thing in the world in our company.\" Many managers are often unaware of what this means.<\/p>\n\n\n\n<h3 id=\"vertrauen-als-grundlage-von-veranderungsbereitschaft\" class=\"wp-block-heading klein\">Trust as the basis for willingness to change<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">For us humans to change, we have to leave our comfort zone. In order to do that, we need emotional security. We get this security when we trust: <\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>the people who initiate and lead the change<\/li>\n\n\n\n<li>the benefits of change<\/li>\n\n\n\n<li>the change process<\/li>\n\n\n\n<li>the environment that is shaping the change process with us<\/li>\n\n\n\n<li>ourselves that we will master the new requirements<\/li>\n<\/ul>\n\n\n\n<h2 id=\"wo-muss-mindestens-vertrauen-herrschen-damit-veranderungen-eine-chance-auf-erfolg-haben\" class=\"gb-headline gb-headline-39c1f6da gb-headline-text\">Where must trust prevail as a minimum for changes to have a chance of success?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">For change to have a chance of success, at least three of the five aspects mentioned must be present:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Trust in the management<\/strong>Employees must be able to trust that their managers are making the right decisions and that the change makes sense.<\/li>\n\n\n\n<li><strong>Trust in the process<\/strong>The change process must be transparent and comprehensible so that employees can get involved.<\/li>\n\n\n\n<li><strong>Confidence in your own role<\/strong>Employees must have the feeling that their own skills and contributions are valued and needed both in the process and in the \"new company\".<\/li>\n<\/ol>\n\n\n\n<h2 id=\"wie-konnen-geschaftsfuhrer-die-vertrauensbildung-in-veranderungen-positiv-beeinflussen\" class=\"gb-headline gb-headline-ce918d80 gb-headline-text\">How can managing directors have a positive influence on building trust in change?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Building trust in change projects is a process. As a managing director, you can do the following to achieve this:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Exemplify trust:<\/strong> Building trust within the management team and radiating this trusting behaviour to the outside world<\/li>\n\n\n\n<li><strong>Communicate clearly:<\/strong> Communicate the change process transparently and comprehensibly<\/li>\n\n\n\n<li><strong>Involve employees:<\/strong> Involve employees at all levels in shaping the new<\/li>\n\n\n\n<li><strong>offer qualification:<\/strong> To ensure that the new requirements associated with the change can be mastered, you should offer appropriate training programmes from the outset.<\/li>\n\n\n\n<li><strong>Celebrate successes:<\/strong> Trust in the process is strengthened when what has been achieved is visible. Employees get the message: \"We are on the right track.\"<\/li>\n<\/ul>\n\n\n\n<h2 id=\"was-sind-konkrete-masnahmen-hin-zu-mehr-vertrauen\" class=\"gb-headline gb-headline-3500ef35 gb-headline-text\">What are concrete measures towards more trust?<\/h2>\n\n\n\n<h3 id=\"eigenes-vertrauen-analysieren-und-handlungsfelder-aufdecken\" class=\"gb-headline gb-headline-fd9bbad5 gb-headline-text\">Analyse your own trust and uncover areas for action<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">The greater your own trust in various key elements, the greater your environment's trust in you. I therefore recommend that you analyse your trust in three areas and identify areas for action.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Their trust in their management team: \"Are we pulling in the same direction? Do we stand up for each other? Do we act with integrity?\",<\/li>\n\n\n\n<li>Your confidence in the organisation: \"Do I have the confidence that we as an organisation can manage this change at this time?\" and<\/li>\n\n\n\n<li>Your self-confidence: \"Can I convincingly fulfil this leadership task that is currently required of me? Am I ready to embrace and exemplify the innovations?\".<\/li>\n<\/ul>\n\n\n<div class=\"gb-container gb-container-ed6f28f7\">\n\n<a class=\"gb-button gb-button-48a53acd gb-button-text gb-button-standard\" href=\"https:\/\/sabinewalter.group\/shop\/\" target=\"_blank\" rel=\"noopener noreferrer\">Would you like to boost your self-confidence? <br>Use our executive coaching for this.<\/a>\n\n<\/div>\n\n\n<h3 id=\"vertrauen-innerhalb-des-fuhrungsteams-aufbauen\" class=\"wp-block-heading klein\">Building trust within the management team<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">If you do not have unreserved trust in your management team, it is crucial that you build this up. After all, a lack of trust within the management team has a negative impact on the success of change processes. Because:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Decision-making processes take a long time or fail.<\/li>\n\n\n\n<li>A solution often consists only of the lowest common denominator, thus hindering progress and diminishing the success of change.<\/li>\n\n\n\n<li>It is not spoken with one voice.<\/li>\n\n\n\n<li>The risk that other members of the organisation will try to play the leadership team off against each other increases.<\/li>\n\n\n\n<li>Irritations that arise become a conflict due to a lack of clarification.<\/li>\n\n\n\n<li>Conflicts that arise in the course of change are usually not resolved, which leads to growing mistrust.<\/li>\n\n\n\n<li>Personal concerns dominate thoughts and actions - a solution that makes sense for the company is secondary.<\/li>\n\n\n\n<li>The whole process takes longer and therefore costs more money.<\/li>\n\n\n\n<li>The risk of top performers dropping out during the process increases.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Therefore, dear managers, you should ideally work on improving your relationship of trust with each other and with your direct management team with the help of an experienced consultant before the official kick-off of the change project.<\/p>\n\n\n\n<p class=\"gb-headline gb-headline-f8051825\"><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"1em\" height=\"1em\" viewbox=\"0 0 24 24\"><path fill=\"currentColor\" d=\"m12.922 16.587l-3.671 3.671a3.896 3.896 0 0 1-5.504-5.509l-.002.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-3.671 3.671a6.494 6.494 0 0 0 9.187 9.175l-.003.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001zM24.007 6.489A6.494 6.494 0 0 0 12.921 1.9L9.25 5.571a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a3.896 3.896 0 0 1 5.504 5.509l.002-.002l-3.671 3.671a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a6.432 6.432 0 0 0 1.908-4.58V6.49z\"><\/path><path fill=\"currentColor\" d=\"M7.412 16.592c.235.235.559.38.918.38s.683-.145.918-.38L16.59 9.25a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-7.342 7.342c-.235.235-.38.559-.38.918s.145.683.38.918\"><\/path><\/svg><\/span><span class=\"gb-headline-text\"><a href=\"https:\/\/managementberatung-coaching.de\/en\/team-development\/\">Team development for management teams<\/a><\/span><\/p>\n\n\n\n<h3 id=\"veranderungen-klar-und-uberzeugend-kommunizieren\" class=\"gb-headline gb-headline-43749b05 gb-headline-text\">Communicate changes clearly and convincingly<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">In our article \"Communication in change processes\", we described in detail what and how you should communicate the upcoming changes.<\/p>\n\n\n\n<p class=\"gb-headline gb-headline-c05e73b8\"><span class=\"gb-icon\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"1em\" height=\"1em\" viewbox=\"0 0 24 24\"><path fill=\"currentColor\" d=\"m12.922 16.587l-3.671 3.671a3.896 3.896 0 0 1-5.504-5.509l-.002.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-3.671 3.671a6.494 6.494 0 0 0 9.187 9.175l-.003.002l3.671-3.671a1.3 1.3 0 0 0-1.837-1.835l.001-.001zM24.007 6.489A6.494 6.494 0 0 0 12.921 1.9L9.25 5.571a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a3.896 3.896 0 0 1 5.504 5.509l.002-.002l-3.671 3.671a1.3 1.3 0 1 0 1.835 1.837l.001-.001l3.671-3.671a6.432 6.432 0 0 0 1.908-4.58V6.49z\"><\/path><path fill=\"currentColor\" d=\"M7.412 16.592c.235.235.559.38.918.38s.683-.145.918-.38L16.59 9.25a1.3 1.3 0 0 0-1.837-1.835l.001-.001l-7.342 7.342c-.235.235-.38.559-.38.918s.145.683.38.918\"><\/path><\/svg><\/span><span class=\"gb-headline-text\"><a href=\"https:\/\/managementberatung-coaching.de\/en\/change-communication\/\">Communication in change processes<\/a><\/span><\/p>\n\n\n\n<h3 id=\"vertrauen-der-mitarbeiter-und-fuhrungskrafte-starken\" class=\"gb-headline gb-headline-74fb81ae gb-headline-text\">Strengthening the trust of employees and managers<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">You can strengthen the confidence of your employees and managers in themselves and their roles as follows:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Sincere appreciation<\/li>\n\n\n\n<li>Room for further development<\/li>\n\n\n\n<li>Active involvement in shaping change through strength-related tasks and roles<\/li>\n\n\n\n<li>Dealing constructively with errors<\/li>\n\n\n\n<li>Targeted further training in the ongoing change process<\/li>\n<\/ul>\n\n\n\n<h3 id=\"fortschritte-im-veranderungsprozess-anerkennen\" class=\"gb-headline gb-headline-87fb38a6 gb-headline-text\">Recognising progress in the change process<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">As change processes usually extend over several years, it is important that you don't just celebrate success at the end. Establish regular communication about what has been achieved. Sincerely appreciate what has already been achieved and thank those who have contributed to it. It is important that the progress you talk about has actually been achieved. <\/p>\n\n\n\n<h2 id=\"woran-erkennen-geschaftsfuhrer-dass-mehr-vertrauen-herrscht\" class=\"gb-headline gb-headline-2d5e4ee1 gb-headline-text\">How do managing directors recognise that there is more trust?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">You can tell that employees and managers trust you and the planned changes more by these behaviours, among others:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Discussions about the what and why of change are becoming more lively,<\/li>\n\n\n\n<li>Criticism of the change project or individual process components is expressed openly,<\/li>\n\n\n\n<li>The willingness to take risks with new approaches is increasing,<\/li>\n\n\n\n<li>Mistakes are openly admitted, <\/li>\n\n\n\n<li>Decisions that are necessary in the process are made faster and more independently.<\/li>\n<\/ul>","protected":false},"excerpt":{"rendered":"<p>\"Change should become the most natural thing in the world in our company.\" Many managers are often not aware of what this means. Because the willingness and ability to change only becomes a natural part of a corporate culture when there is trust at all levels.<\/p>\n<p>In this article, we share our experiences and give managers very specific tips on which levels of trust are most important if this cultural change is to succeed.<\/p>","protected":false},"author":2,"featured_media":19511,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"Gesch\u00e4ftsf\u00fchrerwissen: Ver\u00e4nderung braucht Vertrauen","_seopress_titles_desc":"Ver\u00e4nderungen gelingen nur, wenn Vertrauen herrscht. Wir geben Impulse, wie Sie als Gesch\u00e4ftsf\u00fchrer Vertrauen herstellen k\u00f6nnen.","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"none","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"https:\/\/managementberatung-coaching.de\/transformation-change-erfolgsfaktoren-checkliste\/","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"both","_seopress_redirections_param":"","_seopress_redirections_type":301,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[{"_seopress_pro_rich_snippets_type":"none"}],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"footnotes":""},"categories":[253],"tags":[],"class_list":["post-19416","post","type-post","status-publish","format-standard","has-post-thumbnail","category-praxis-change-management","masonry-post","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-33"],"acf":[],"_links":{"self":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/19416","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/comments?post=19416"}],"version-history":[{"count":0,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/posts\/19416\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media\/19511"}],"wp:attachment":[{"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/media?parent=19416"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/categories?post=19416"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managementberatung-coaching.de\/en\/wp-json\/wp\/v2\/tags?post=19416"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}