Change is the one constant and yet is the one of the common experiences that discombobulates most of us. We know that most of us enjoy what we do and too much change in one go can bring about uncertainty, fear and distraction. However, when navigating change, if it is managed well, people can feel energised and make the most of what is an incredible opportunity.
In our latest blog we explore change and how we can navigate it more effectively.
Endings
William Bridges model about transition talks about experiencing the loss of endings, whilst the change might be a positive one, we can still feel a range of emotions about things being different to what they were. Even just recognising the sense of loss can be a good starting point to moving through it.
Finding ways to acknowledge the ending may include celebrating what was or sharing with others what you gained from that period, whilst at the same time processing the feelings of potential sadness that loss can bring.
Becoming aware
By increasing our awareness about how we feel about change, this can help us navigate it more effectively. For example, perhaps you are someone who likes to be left alone during change and doesn’t need to keep talking about it all or conversely perhaps you like your line manager to be more available for 1:1 chats during a phase of change. By uncovering your own unique ways of navigating change you can then guide others for what you need.
The why
If we are not clear on the reasons for change, it can be more difficult to get behind them. If you are a leader then spending time articulating the why for the individual, the team and organisation can be a useful start, even if that is difficult. Rather than stepping away from a difficult conversation, it may be more valuable to step in to it, as most of us value honesty and transparency more than being left “in the dark”.
Range of emotions
The Kubler Ross change curve describes the swing of emotions that can come from changing times, from denial, sadness, bitterness and anger to chaos and then acceptance, goal setting and new beginnings. The key point is that we may move back and forth across a range of emotions. Your team each have their unique change curve going on and what they each need may vary. By asking yourself what you need to navigate through, you can role model to the team that they can share this with you too, so that you can all support one another in the process of managing the feelings attached to change.
Neutral zone
In William Bridges model of transition, he describes the neutral zone as the place in between the new and the old. It can feel barren and yet this is the place of real exploration. I liken it to being in an open field where we can go and explore different viewpoints and possibilities without the need to be set on one option. If navigated well, this is the phase where possibilities open more broadly rather than narrowing.
New beginnings
This is a phase of new things, where the change has happened and we are getting used to it being different. People still need direction, clarity and a sense of vision from the leader, as they navigate the new ways of working.
Supporting your team through change
As a leader you can support people through change by:
- Listening to what people need.
- Being available.
- Showing honesty and transparency.
- Role modelling vulnerability yourself about how you are feeling and what you need.
- Providing direction and feedback.
- Leaning into difficult conversations with compassion and honesty.
- Tailoring your approach to each person.
- Creating a sense of team spirit where other team members can also support one another.
- Asking for feedback about what people need rather than assuming you know.
- Making sure that you acknowledge the different phases of endings, neutral zone and new beginnings in a way that supports others to navigate these.
- Being ready to celebrate the endings and successes.
In summary
As you start to reflect on the changes you face personally and professionally, I encourage you create time to pause and reflect on how you will approach these. In particular, developing a sense of curiosity about yourself and others through change can be so useful as it stops us making assumptions. It can actually strengthen relationships at what can be a difficult moment for someone else. People will remember how they were made to feel much more than words (in the words of Maya Angelou).
I’d love to hear how you get on. If you would like support with navigating change, please get in touch to see how 1:1 leadership coaching sessions can support you.