onal. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

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Being a strong change catalyst is critical to being an effective mentor. In order to “inspire others to continually strive for higher levels of performance through creative and strategic methods that are always focused to achieving your goals” you must move through the personal emotions that change creates so that you can effectively lead others. Here are some critical suggestions for assisting you in developing strong change management skills in order to assist the organization through transition periods.

1. Communicate upwards, not downwards or sideways.
During any type of change, it is natural to gain insight from your peers or to speak with people who report to you. When a change is first announced, most people react emotionally not logically. So if you are communicating to others based on emotion, you may be releasing some feelings that are not conducive to moving forward with new processes. Focus your communication with those above you for the purpose of understanding more of the reasons, results and ramifications of the change. Once you have information and feel comfortable with the direction, your communication downwards and sideways will be more logical in nature, rather than emotional. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

2. He

es so that you can effectively lead others. Here are some critical suggestions for assisting you in developing strong change management skills in order to assist the organization through transition periods.

1. Communicate upwards, not downwards or sideways.
During any type of change, it is natural to gain insight from your peers or to speak with people who report to you. When a change is first announced, most people react emotionally not logically. So if you are communicating to others based on emotion, you may be releasing some feelings that are not conducive to moving forward with new processes. Focus your communication with those above you for the purpose of understanding more of the reasons, results and ramifications of the change. Once you have information and feel comfortable with the direction, your communication downwards and sideways will be more logical in nature, rather than emotional. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

2. H

ural to gain insight from your peers or to speak with people who report to you. When a change is first announced, most people react emotionally not logically. So if you are communicating to others based on emotion, you may be releasing some feelings that are not conducive to moving forward with new processes. Focus your communication with those above you for the purpose of understanding more of the reasons, results and ramifications of the change. Once you have information and feel comfortable with the direction, your communication downwards and sideways will be more logical in nature, rather than emotional. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

2. H

ses. Focus your communication with those above you for the purpose of understanding more of the reasons, results and ramifications of the change. Once you have information and feel comfortable with the direction, your communication downwards and sideways will be more logical in nature, rather than emotional. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

2. H

onal. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.

2. Hear others' concerns without feeding into them.
You will be hearing many things during a time of change. Some information will be true, some will be assumptions, some will be misunderstandings and some will be created. Focus on what is being said and understanding the feelings. By asking more questions than making statements, you will be acknowledging the feelings of others without contributing to any true or false impressions. By asking strategic questions, you will also be helping others to assess their feelings and gain new insights.

3. Ask questions.
Times of change are not times to be silent. It is not advised that you stuff your feelings, simply channel them in productive directions. Ask questions and seek to understand everything you need to know. Do not be afraid to ask the same questions over and over. Management is there to support the changes and help guide your journey to success.

4. Note your feelings and actions.
Change is definitely a process. Many times change invokes initial fears of inadequacy or uncertainly. Then you may feel confusion and may feel as though everything was going along just fine before and now you feel a sense of disorder or chaos. The