It just seems we can never get away from change. It’s an ever-present topic that leaders and business owners struggle to manage and survive. What is so darn hard about managing change?
Lately, I have been surrounded by various types of change. It seems every one of my clients, my volunteer efforts, and even portions of my personal life are facing major change events. Situations range from major organizational change being implemented by a Fortune 100 company to executive moves/retirement, staff shakeup at a nonprofit, and the upcoming birthday of a five-year-old grandson. Change is everywhere.
It’s not a surprise that I carefully observe each of these situations with guarded optimism coupled with caution and anticipation. Why? Because I’ve been around the block enough times to see people’s reactions coming a mile away, yet it cannot be stopped.
We face change at work, at home, and in the community around us. Couples watching kids grow and leave the nest face daily change moments. That sweet cuddly toddler becomes a terrible two or thirteen. Then it’s off to college or work. Relationships get tested, sometimes broken.
As we begin to think about finding our special someone we face changes in meeting new people and trying to establish the right relationship. Too often people ignore big red flags in choosing their relationships. Why? Because change is too painful after a certain amount of time is invested. I love that thought. Invested in a bad relationship. Really? I digress.
Why don’t people handle change very well? It’s an age-old problem that scholars and technicians have tried to solve. I’ve read articles from brain surgeons who have theories about synapse firing in the brain and chemical changes brought on by change (fight or flight syndrome anyone?).
More important to me is the key question: what should a leader do in the winds of change?
The Job Description
Leaders by definition execute on things. That’s why we’re called executives. The CEO is the chief executive officer; the head guy for making change happen. Our role and job description churns change. Yet we have to be sensitive to the impact of change. There is a clear and present problem with effectuating change while controlling the chaos that ensues.
The dynamic doesn’t change. Regardless of how big the organization or the charter it may be formed under, the people on the team either thrive or dive with change. Leaders can and should make the difference.
Far too often I see the chief executive or at least the senior officer get sucked into the energy being spun up by the pushback from the team. Either they overreact or they become paralyzed. I’ve seen both of these scenarios in the situations I mentioned above.
It’s All About the Fear
From my experience, the biggest noise in the face of change is all about fear. Most people fear the unknown. The new guy or the new structure or the new policy or the new program sets fear in high gear. Very few of us get excited about change.
Moving away from the known to the unknown is the biggest problem I see.
For the new manager who is thrust into a role where change has been ordained from above, as in the case of corporate reorganization, people don’t blame the corporation, they blame the boss.
In mergers, the “winning” side usually takes the lead in making things settle in, but that comes at the angst of those who came over from the “acquired” firm. Yes sometimes the buyer is sensitive to these aspects and places leaders from the opposite side into key roles, but the shakeup is just that, a shakeup. Trust is crumbled and must be rebuilt.
Every person who takes on a new role faces the same thing. The team wants to know who you are, what you think, and how you operate. If the predecessor was highly regarded by the staff, the new guys get points off just for not being the old guy. The trust has to be rebuilt.
Better is Not Always Better
I’ve seen situations where an outgoing person gets replaced by someone who is supposed to upgrade the role. Those changes impact the way things were. Even when the former person was considered a marginal performer in a role, the new guy has to overcome an unfair bias. It doesn’t matter how talented or gifted the new person may be, the crew expects nothing to change.
If things do start to change, feelings get hurt. It’s that fear thing again.
When your status quo is not quo anymore (bad grammar, but solid thought), you start to imagine things that may never become problems. Change causes that kind of irrational logic.
What’s a Leader to Do?
There are several key things I recommend. I think they speak for themselves.
- Face the music. Realize change does cause unrest. Deal with it.
- Don’t give in, but let the people have their voice. Talk through the concerns.
- Work hard on building trust. Lead don’t push.
- Avoid taking sides early. Be objective. Get both sides of the story before making any declaration.
- Manage up when you have to. The executive who mandated the change might not realize what they have launched.
- Keep communication lines open. Demand free flow of discussion about the changes. Don’t let opinions fester and brew.
- Shine the brightest light you can on what surfaces as the biggest problem.
- Invest in a high-quality brandy for after work (OK I’m getting silly now, you get the picture)
Change is GOING TO HAPPEN
No one lives in a vacuum. There will be change. Leaders must do more to embrace the recognition of this absolutely guaranteed aspect of moving a business, a relationship, or a team forward. The way we deal with change becomes a big yardstick for how effective we might be as leaders.
PS – I’ve got more thoughts about living through change coming later this week. Stay around.
[reminder]What are some of the ways you manage change where you are?[/reminder]
Originally posted on DougThorpe.com
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