Years ago, at the ICAN Conference in Omaha, I listened to an insightful presentation by Bree Groff titled “How to Lead Change.” Bree suggested that change happens in an instant, the moment what was cannot be anymore. But transformation is the process that follows through the new beginning. She continued discussing the human factors that show up as resistance to change and how they can be addressed to keep the team moving in the right direction. But in the years that have followed I’ve become a bit fascinated with this version of the transformation process.
The process, as it is laid out, is simple enough and agreeable. But it made realize that instant of change, that moment you know what was cannot be anymore, is not the same for everyone in an organization. The moment a CEO realizes her revenues can’t support her current operating costs, and the moment companywide restructuring and layoffs are announced are two very separate moments. And herein lies the struggle and the opportunity.
Typically, leadership has personally done this transformation process before the announcement. This puts leadership and the rest of the organization on two very different pages emotionally. It’s essential for leaders to consciously choose to re-walk the process with their teams. By being stoic yet empathetic in their delivery, and recognizing that this is the moment of change for their staff, leaders can hold space for the team. This approach builds the trust necessary to tackle the challenges of transformation.
The difficulties and mistrust arise when leadership forgets how surprising their news will be. In these cases, verbal and non-verbal communication often signals that leaders are out of touch with their teams. While individuals may struggle with feelings of loss and frustration over the change
In these cases the individuals who struggle with the feelings of loss and frustrations of change, they are unlikely to expect leadership to be sportive. Failure to re-walk the transformation process can lead to excessive turnover, distrust, and delays.
How to integrate the human experience of transformation into the tactical change model.
