Personal Tools for Leading Transitions
By Daniel Robin
“You just don’t seem motivated to do your job,” the executive tells the team, “and this will have to change soon, or else —“
“Or else what?,” the department manager inquires, shrugging her shoulders.
“Or else … uhhh … it will change later?“
No person or thing can force anyone to change. Your office might get moved, but the decision to fully occupy that office is uniquely yours. Even the traditional carrot/stick motivation theory — positive incentive or the threat of harsh consequence — amounts to mere arm-waiving when compared to a self-motivated, voluntary shift of will.
Nobody likes to be at the affect of their work environment, and yet few of us received training in how to facilitate or lead transitions; we are far more familiar with what it’s like to be at the mercy of change than how to be a positive agent of it. This article is the first in a series on tools for dealing with the reality of nonstop and accelerating change in the workplace.
Clear the Runway!
Organizational changes are sometimes presented like an elephant ready to give birth. If you aren’t participating, you better get out of the way or you might get stepped on (or worse). I once listened in horror as an executive announced an impending restructuring, then told people to “get used to it and get back to work.” In stark contrast to this counter-productive approach, smart companies — and smart people — focus on leading change by helping people become change-adept, resilient, ready for change.
Humans follow their own change process — unrelated to the elephant’s — which when understood and embraced can eliminate struggle, putting those affected by the change more in the power seat.
Adept, Adapt, Adopt
When you first hear the news that significant change is coming, what do you experience? Fear? Excitement? Disgust?
No matter how messed up things are now, and no matter how much the change may eventually improve your life, you are likely to initially feel a sense of loss. This may seem bizarre — especially if you absolutely hated the old way — grief and “good riddance” at the same moment. You will probably also feel some combination of these emotions:
Denial — “This can’t be happening …”
Anger and Resistance — “What’s the big idea!? I’m not going to put up with this!”
Fear — “How am I supposed to get my work done? Maybe I’ll just lay low and become part of the furniture…”
Depression or Acceptance — “There’s nothing I can do anyway. Fine. I give up.”
Those who handle change best welcome their emotional response to the situation, focus on expressing and clearing. If you or others dwell in negativity, ask “What bugs me [you] the most about this situation?” Be prepared to acknowledge what you hear. Offer no advice.
Give no audience to “what might have been if only …” self-torture, nor on negative “what if …” scenarios. Don’t waste your energy. If you experience anger and resistance, it may be useful to find someone or something to blame (privately, of course). This, too, will free you up to focus more constructively.
Sort Out Interpretations from Facts
If there is a sense of loss, it might be useful to notice what, exactly, is being lost so you can focus and express how you really feel about that. Sort out (a) what you initially thought it meant from (b) what it all boils down to now, in real terms. Try several possible interpretations before selecting one. You’ll watch your feelings change, and eventually you’ll want to answer the question “What will I do about it?”
With practice and compassion — everyone follows their unique process — you’ll find ways to stay focused on what you want from the change rather than struggling to dodge the elephant. Soon you’ll find yourself resourceful and available, with energy to focus on the new day.
Further Reading: Move to Part 2 (importance of skillful collaboration in dealing with change), and/or check out this excellent review of the change management literature and viewpoints of interim-CFO Edwin Petersen at toptal.com/finance/interim-cfos/change-management.
