The network leadership trend can be an effective tool when managers need to adapt to the changes brought about by new ways of working and organizational forms. How can leaders change and adapt to make their organizations ready to meet this trend?

Clear, understandable and engaging messages are essential to ensure that everyone in the organization is on board with the changes.

Arnold Jung explains that network leadership involves leaders strategically using relationship networks to promote information sharing, innovation and resource efficiency across traditional organizational boundaries.

– In any change process, it is critical to define a common ‘why’ – why this is important to the organization and how closer collaboration across the value chain, partners, and other organizations in a shared ecosystem can improve results and find better solutions to common challenges.

– Once the ‘why’ is clarified, it is important to create a common understanding in the leadership team about what this means, how the teams collaborate with the network today, and what is needed to improve this collaboration. Based on my many years as a manager and change leader, I’ve seen that KPIs and objectives play a significant role in how organizations promote or inhibit collaboration, both internally and externally. Often, KPIs focus too much on the performance of individuals and individual teams, which can undermine collaboration. That’s why it’s important as a next step to establish common goals and KPIs that promote collaboration both internally and externally.

– Implementing network leadership also requires a cultural shift in collaboration methods and the technology that supports these processes. I’ve been using Design Thinking for many years, and my experience shows that this method is excellent for change, strategy and collaboration processes. The method involves all relevant parties, quickly creates a common understanding and emphasizes initiation and continuous improvement. In addition, technology plays an important role in supporting collaboration, for example through the use of tools such as Miro or other whiteboarding applications, which make it easy to collaborate both internally and externally in strategy and change processes. In the tech industry, where I’ve worked for many years, digital collaboration methods and a focus on working with a broad partner ecosystem have long been the norm. The dynamics and pressures of innovation in this industry require continuous adaptation and renewal, which is now true of almost every industry.6666

Dialogue and engagement

When adapting to this trend, Jung believes that one of the most important tasks of a change leader is to establish common arenas for dialogue and engagement across the organization.

– Through many change and transformation processes, I’ve found that management often doesn’t spend enough time listening, understanding and empathizing with employees’ different perspectives. The change leader plays a critical role in ensuring that management is involved, accessible and communicates regularly, while engaging all employees in the process.

– An effective tool for change managers is the ADKAR model, developed by Prosci. This model includes five steps: Awareness, Desire, Knowledge, Ability, and Reinforcement, and focuses on personal commitment and capabilities, offering step-by-step support to ensure changes are lasting and effective.

Be a relationship builder

According to Jung, change leaders must be skilled relationship builders who listen actively, ask relevant questions and involve employees.

– A key competence in this context is workshop facilitation. It is important to learn effective tools and methods for engaging and managing stakeholders. Communication skills are also essential in any change process. Clear, understandable and engaging messages are essential to ensure that everyone in the organization is on board with the changes. These competencies are best developed through a combination of training and hands-on experience, as well as coaching from experienced experts.

– Critical thinking and problem solving are needed to identify and address challenges that arise along the way. Knowledge of the Double Diamond process is particularly valuable. This method focuses not only on identifying root causes of problems, but also on developing sustainable and innovative solutions through idea generation and active involvement of diverse stakeholder groups.

In addition, practical knowledge of collaboration methods and digital collaboration tools, such as Miro or Slack, is essential for a change manager to effectively coordinate cross-platform teamwork.

Communicate “why” and address fear

When asked what a manager can do when employees resist this change, Jung says it’s essential that managers show understanding and empathy, and actively listen to employees’ concerns.

– It’s important to clearly communicate why the change is necessary and how it will benefit both the individual and the organization as a whole. Willingness to change is a key factor in any change process and leaders need to recognize that different employees are at different stages in the acceptance process. Therefore, the approach to support, engagement and training should be individually tailored.

– By directly addressing uncertainties and fears, leaders can reduce resistance and foster a culture where change is seen as an opportunity. Flexibility is also critical; leaders must be open to adjusting the change process based on employee feedback. By taking these steps, leaders can not only reduce resistance, but also reinforce a positive attitude towards change in the organization.

Gradual change and proactive involvement

– There are two main pitfalls I have often experienced in change and restructuring projects. The first is unrealistic expectations from management about the scope and speed of change processes. Often, too much change is expected in too short a time, which can create anxiety and demotivation among employees. Many change initiatives fail because of this. It’s therefore important to focus on gradual change and to create early success stories in the process.

– Another pitfall is that change projects are all too often top-down, without an effective involvement process from the start. Managers often present the changes as a ready-made package and expect employees to receive them with open arms. That’s why it’s critical that leaders recognize that successful change can only be achieved through proactive involvement and visible presence.

– An important lesson is that success in network management and change processes depends on leaders’ ability to build trust, promote open communication, show empathy and actively involve all employees. By focusing on gradual implementation and adaptation based on feedback, leaders can not only minimize resistance but also create a robust culture of continuous improvement and innovation,” Jung concludes.

Jung’s top 5 tips for network management success

1. Create a culture of trust and openness: Network management works best when there is trust and openness among people. Be a role model who communicates openly, clearly and empathetically, and establish a psychologically safe work culture where you invite open discussions, give feedback and show vulnerability.
2. Promote interdisciplinary collaboration: Encourage collaboration across departments and borders. Organize digital workshops and team building activities that bring different groups together to solve common challenges. This will not only improve collaboration, but also foster new perspectives and innovation.
3. Develop your digital skills to support network dynamics: Learn different digital tools that promote collaboration and communication. Platforms such as Slack, Microsoft Teams, Mior or Asana can help teams coordinate, communicate and develop ideas and solutions together.
4. Develop leaders as network facilitators: In a network management structure, leaders should act more as facilitators than traditional managers. Offer training and development programs that focus on key leadership skills such as empathy, facilitation, conflict management and motivational communication.
5. Measure and reward collaboration: Set clear goals and expectations for network activities and follow up with regular evaluations to measure progress. Recognize and reward teams and individuals who actively contribute to the network’s success. This could be recognition in internal communications, bonuses or even career development opportunities.