Mastering change as a leader: from restructuring to reward

As we move through the phases of Change Done to Me, we'll do it through the lens of 5 specific tactics that leaders can implement to help them and their teams move through the change faster and more effectively.

Let’s consider my story and how leaders can identify phases of change experienced to lead more intentionally. Leaders should consistently focus on five areas throughout change:

1. Listen to Understand
2. Expect Variability
3. Create Space for the Goodbye
4. Establish a Predictable Cadence
5. Celebrate Success

Listen to Understand:

Over the fruit and muffins (that no one consumed), the Denial phase of Change Done to Me was in full effect. Some denied acknowledging the change at all, while others were resistant to hearing the new opportunities. The reason this change was devastating was different for each person. 

The Denial phase of Change Done to Me is largely marked by grief. In my experience, some demonstrated resistance with variations of “If our very job was uncertain, what else is?” In this case, employees may fear that once one negative change happens, more will follow because they are losing control of their jobs.⁴

How do we help the people we lead start to move past denial?  Start with listening. Listening is the most important thing for leaders to do during times of change.⁵ This allows leaders to demonstrate empathy and connect with the team by hearing their true thoughts and emotions. Each change does not elicit the same thought or emotion from each person. But it is easy to believe that we, as leaders, understand what someone is feeling and assume we should step in to resolve it. How often do we think we know? – I do it too when I’m moving fast. I assume others think and feel the way I do or that I know how they are thinking and feeling. We call this mind reading, and it’s a shortcut our brain takes that throws us off. We easily move to mind reading when we are in survival mode and moving quickly.

Expect Variability:

Listening opens the door to the next phase of change. Following the days after my announcement to the team, some teammates had extra energy while other days they visibly struggled to complete minimum tasks. Emotional responses from the team also followed the same varied pattern during this time. This range of energy and emotions is common within the Resistance Phase of Change Done to Me.

I became comfortable with balancing continued work goals with the team’s need to emotionally process change. I encouraged additional snack breaks to recharge inside of work and activities for self-care outside of work. I strived to normalize stories of increased exhaustion and created space for the team to process the next steps together. I witnessed how stress undermines higher-order cognitive functions and the impact of fight-or-flight hormones such as cortisol. Cortisol is produced to provide greater energy for immediate threats. In prolonged periods of high stress – such as a life or identity shift – cortisol production can become overdone and irregular, causing higher peaks and lower valleys in energy levels.⁶

Change takes a LOT of energy. When thoughts and emotions show up in a strong way, leaders must extend grace – to ourselves and to others. A leader’s ability to care for others during the variability and encourage those we come across who are in a lower spot will enhance our collective ability to be excellent in execution. Does extending grace mean leaders take their foot off the gas, let results slip, or let milestones go unmet? No. Instead, extending grace means leaders extend compassion to others and normalize the variability of energy and emotions that come with this time while leaders drive forward with their teams.

Create Space for the Goodbye

Focusing on the future without intentionally closing the previous chapter only delays the journey and our ability to lead with a high-performance mentality. Some entered into the Exploration Phase of Change Done to Me as résumés were updated and new role openings reviewed. Others simultaneously waivered in the Resistance Phase of Change Done to Me as the pain of change became more real with teammates opting out of the interview process. 

Emotions were high for everyone. As everyone searched for clues of what the future would hold, I could sense that how I showed up during this time was under a microscope. Saying goodbye well allows us to release what was known and good and opens teammates up to the possibility of what is next. I created intentional time to celebrate the accomplishments and contributions of the team, as well as to recognize those moving on to career chapters outside of the organization.

Leaders should consider that teammates who remain will see themselves in the teammates leaving, and of those who remain, many likely had significant relationships with those who departed. This experience can be similar to a grieving process similar to that of a death occurring. Helping displaced teammates by providing resources, support at the right times, and recognition of their contributions will influence perceptions of you as a leader – and, how you are likely to value those who remain. And, of those who remain after a corporate layoff, 74% report a decrease in productivity due to complex emotions including guilt, sadness, and confusion.⁷

Establish a Predictable Cadence

As my team came to terms with their goodbyes, many moved into the Exploration Phase of Change Done to Me.

Establishing a predictable cadence meant I was intentional in building upon previous traditions and setting routines the team could rely upon. To provide a sense of stability and ease stress levels, during these routines I offered consistent validation of the significance of the change and reiterated aspects for the team to anchor to.

By encouraging familiar work and continued team meetings, leaders can provide interim normalcy, comfort, and connection. Familiar work allows those experiencing Change Done to Me to tap into working memory which regulates thoughts, actions, and emotions. At the same time, continuing routines are proven to promote appropriate behaviors and adaptations to change.⁸ Leaders can maximize opportunity in routine.

Celebrate Success

As teammates move through each phase of Change Done to Me, celebrating well can be a lifeline that begins to bring commitment to the vision of the future. Change is hard and oftentimes long. It was for my team.

We still carefully celebrated job offers with awareness of the angst and sadness that were still in the air. As the new team moved forward, I was particularly in tune with when they would speak about advantages or opportunities for the first time. I would pause to dig into their ideas and engage in optimism. Challenging times are distinctly memorable and likely to produce stronger bonds among those who experience them together. When these challenging times are linked to success, the neurochemical oxytocin is released and responsible for generating feelings of closeness and protectiveness. This bond helps the team stay focused and generates more success in relationships and business outcomes. Instead of post-traumatic stress, the growth from such stress can be labeled post-traumatic growth.⁹

Celebrating the first milestones of a new team, envisioning a future together, and encouraging the team to reimagine what is possible positively reinforced their success – and commitment. Without the commitment from this team, they would have been far less likely to be as innovative and creative, or achieve milestones that enhanced the entire organization with recognition from the CEO for the highest engagement score. While the days of change were filled with resistance and doubt, this team’s success is just one example of the benefit of building connections during hard times.

Change is necessary. Change is hard. Change disrupts our normal – it can turn our worlds upside down. But, it also leads to new opportunities and the possibility of unimaginable growth.

Check out Mastering Change as a Leader – Managing Team Polarities

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