Driving Through Change
It’s lonely at the top, they say. I am boggled by how little support senior leaders and managers at all levels receive when navigating change, especially in today’s post-pandemic work environment. New technologies, restructuring, new services and processes – all need a thoroughly equipped leader to manage the transition from the old to the new beginnings. Here are some nuggets of wisdom I learned from my coaching trainers in the UK, and from my own experience. Let me know what you think and consider sharing for the benefit of other professionals.
THE OLD
People are resistant to change because it feels unsafe, unpredictable, and resource intensive.
There is a grieving stage in the process of change, when people need time and space to “let go” of the familiar. Change managers need to appreciate that and treat the past with respect. They should prepare the team for the difficult middle, when uncertainty grows, original plans could be seriously reconsidered, and critics may seize the momentum to get louder.
THE DIFFICULT MIDDLE
Consider establishing a temporary transition taskforce to keep the rest of the team informed regularly. These selected few should make themselves available to group or individual discussions about how people feel, beyond the objective data they receive.
Change happens when people feel fully understood. There will be plenty of conversations outside of the formal set up, for instance during coffee or lunch breaks. Try to facilitate them, without interfering. For example, free pizza Wednesdays can go a long way.
Encourage critics to come forward and listen to them; often, they may have valid points. Where possible, make them part of the change management process.
THE NEW BEGINNINGS
Identify the “early adopters” and empower them to bring the rest of the team along. You may want to include them in the temporary transition taskforce.
Be aware that people need to accept the change internally first – this is not a linear process. Some may take two steps back before a step forward. Allow them the space and time to explore the novelty, which may be intimidating at first.
Keep everyone informed, regularly, and update people on how these new beginnings have already started to benefit some of them. For example, highlight how new technologies are already saving time on project delivery.
Paint a picture of how the outcome may look or feel in 3 to 6 months.
Take the extra step to bring those who are still in the “difficult middle” to the new chapter ex. additional training, one-on-one coaching. Their experience will reflect the leadership intention that no one is left behind.
Key Takeaway
Are you leading a team through change? Don’t wait, start the conversations, build the bridge, and show them what’s possible on the other side. Leadership isn’t about having all the answers. It is about guiding others while finding them together.