YBB Newsletter

This week I was catching up with a past coachee working client-side who is emerging from her 3rd re-structure in the last 12 months! And on the agency-side we regularly hear announcements about MBOs, changes in leadership and M&As - most recently Ipsos’s plans to acquire the BVA family.

For the front-line leaders I work with, those with responsibility for people and teams, but who are not on the board, navigating leadership and structural changes come with added difficulties.

Beyond “how will this affect me,?” there’s the additional responsibility of supporting your team through the change. And trying to do this with piecemeal, evolving information.

“It’s not the changes that do you in, it’s the transitions”

So said William Bridges - a change management guru.

Change is Situational: a new job, new boss, new role, new structure, new policy etc. These things are external.

Transitions are Psychological: the processes people go through to adapt to their new situations. These are internal.

This distinction is useful because whilst we might not be able to control an external change, we can influence how we respond to the change and how we support others in moving from a past to future situation with a little more ease.

Three Transition Phases

Bridges came up with three distinct phases people need to move through when processing a change.

I take a few things away from this.

1. We have to recognise and accept what’s ending before we can make a good new beginning.

2. Although people might see some immediate benefits, typically change is perceived as loss.

3. Although Bridges calls it the neutral zone… I think the ‘flux zone’ is more appropriate. As people mentally shift between the old and new there will be internal turmoil - grief, anger, frustration, self doubt, apathy. We need to recognise these feelings in ourself and in our teams to help them move on.

3 things to TRY to support your team with a big change

1. SHARE THE TRANSITION MODEL WITH YOUR TEAM:

   Have a discussion about what the next few months might feel like. Provide time and space for people to react and explore what they think might happen.

2. LISTEN, BUT DON’T LET PEOPLE STAY STUCK: Acknowledge perceived losses openly and with empathy, but avoid negative reassurance. Be realistic - there’s no going back.

3. COMMUNICATE, COMMUNICATE, COMMUNICATE: You can’t over-communicate in times of change. Share what you know and are allowed to share, share what you are trying to find out, share that there are things it’s not possible to know yet. Keep communication open, regular and timely.

Big Change Ahead?

Are you in the midst of a structural / leadership / ownership change? Or is one incoming? Do you or your front-line leaders need to support themselves and their people through a smooth transition?

I offer internal workshops, group and bespoke 121 coaching on the topic of “Managing Transitions.” Get in touch to find out more.

Unrelated… but coming up is my FREE 60 minute “Art of Feedback” session on Wednesday 7th May @12pm. Email me [email protected] to book a slot.

Thank you for reading

If you’ve enjoyed it, let me know. And please share it with a friend or colleague who is helping their team navigate a change.