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Morning Column
Why Change is so hard - And what Leaders can do about it
By Gary Bradt
Imagine that right before you drove home from work, someone told you that
all the old traffic laws had changed forever: red no longer meant stop and
green no longer meant go. In fact, all of the signs that used to guide you
were no longer valid. The old laws were gone but the new laws were yet to be
written. How would you feel and what would you think as you set out for
home?
Often, change happens just like that. It's sudden, it's quick and it
disrupts our equilibrium. Whether it's the unforeseen sale of a company, the
sudden loss of a job, or the unexpected loss of a loved one, the world you
once knew is gone, and it's difficult to know what to do next. It's
frightening, because one way we survive is by being able to predict our
environment and acting accordingly. When predictability disappears, so to
our sense of safety.
In this way change can trigger our most basic survival instincts, and even
when physical survival is not an issue, it can feel as if it is whenever
things change. This is why change is so difficult: Our known existence,
whether we liked it or not, is replaced by an unknown one, and we become
fearful and disoriented, not knowing where to turn next to find the comfort
and safety we seek.
Leaders respond quickly and boldly to this circumstance by taking steps to
reestablish a sense of balance for themselves, and their followers. Below
are four tips to help you lead yourself and others through difficult and
perhaps sudden or unforeseen change.
1. Whatever you feel, it's okay. Change may stir up a host of emotions,
including sadness, fear, and anger. There are no rules on what anyone should
feel, but everyone should feel something. If not, then emotions may be
lurking beneath the surface of one's awareness, and make their presence
known at the worst possible moment, perhaps emerging as an unintended sharp
word or fit of impatience. Remember this: Emotions in and of themselves are
neither good nor bad; it's what we do as a result of what we feel that
determines the outcomes we get. Acknowledging feelings makes them easier to
control. Therefore leaders acknowledge their own feelings when things
change, and validate the feelings of others. You shouldn't feel that way is
not part of an effective leader's lexicon.
2. Mourn first, then move on. In a similar vein, it's important to mourn
and move on when unwanted change hits, and in that order. Almost every
unwanted change brings with it a sense of loss and a wistful desire to
return to the way things were. In an attempt to move on, it's tempting to
make the mistake of encouraging people to embrace the new without giving
them time to let go of the old. Sometimes we have to go slow at first to go
fast later on. Change leaders create environments where people can process
their thoughts and feelings about what they are giving up and what they will
miss, before they have followers focus exclusively on what they will gain.
For example, I have known business groups to hold mock funerals when an old
division or department is being shut down. Everyone on the team writes his
or her good bys to the past on a large sheet of paper that is then buried,
burned or otherwise disposed of. A bit hokey, perhaps, but it gets at an
important point: Leaders do whatever they can to help people let go of the
old before they ask them to latch on to the new.
3. Demand perfect effort, not perfect results. Often, change comes in
bursts, as one change begets another. This can feel overwhelming, especially
to those who weren't involved in planning the change or otherwise didn't see
it coming. To them, change can feel particularly risky or threatening. To
help reduce anxiety, leaders should demand maximum effort in response to the
change, but not perfect results. Not all of your change initiatives will
turn out exactly as planned. Leaders acknowledge this, and encourage
followers to learn and adjust as they go. This recalls the story of a young
man who worked for his father. After making a mistake that cost the company
nearly fifty thousand dollars, the young man was called into his father's
office, believing he was about to be fired. "Why would I fire you?" his
father said. "I just invested fifty thousand dollars in your education!"
4. Break long-term change down into doable chunks. One organization I
encountered had this operational philosophy toward change: "We're born on
Monday, we die on Friday, and we're reborn on Monday." It worked like this:
Every Monday each work group would get together and decide on the 2-3 big
ideas they would concentrate on that week, whether it was customer service,
operations improvements, or whatever else tied into their longer term
strategic change plan. On Friday they debriefed what they learned during the
week from their focused efforts, and on Monday they started the process all
over again. In this way they took longer-term change and broke it down into
short-term, doable increments. Keep you daily operational focus on immediate
steps, lest followers become immobile in the face of seemingly unattainable
longer-term change goals and objectives.
A Final Word
Sudden and overwhelming change can trigger fundamental survival instincts.
Effective leaders recognize this and move quickly to help followers regain a
sense of balance and equilibrium.
About the Author
Dr. Gary Bradt is a keynote speaker, leadership consultant and the author of
The Ring in the Rubble: Dig Through Change and Find Your Next Golden
Opportunity (McGraw-Hill, 2007). Go to www.GaryBradt.com for more
information.
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| © Copyright 2008/Exchange Morning Post/Exchange Business Communications Inc. |
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