Episode 30: Leading Through Change [Part Two]
Don’t Get Stuck in the Pit
We need to allow ourselves to go through the stages of change - but getting stuck is too easy! Take time to understand the stages, how they apply to you and how you can guide your teams in order to keep moving forward - it makes a difference!
Enjoy!
Listen Here:
(The notes below are only a brief summary of what is discussed in the podcast. Be sure to listen to get all of the goodness! If you would like a full transcription of the episode, please send an email request to: angie@angie-robinson.com. We’d be happy to provide that!)
In Episode 29, we talked about what change and change management are and the three phases of transitions (from the William Bridges work). The Transitions model is very helpful in understanding the three phases a person goes through. Understanding the psychological stages that people go through can help you in knowing how to most effectively connect with your employees.
In this episode, I share another helpful model in understanding the stages that humans typically go through. It is called the Cycle of Change. This is from the book: Life Changes: Growing Through Personal Transitions by Sabina Spencer and John D. Adams. It is kind of like a detailed map for managing ourselves through each stage of the process.
Before we dig into the stages - here are few thoughts:
Remember - you, as the leader, also go through these stages, so recognizing where you are is essential for leading yourself through change.
These stages usually happen in sequence as people deal with change and loss.
In teams, people may be in a different places along the curve. Some employees move more quickly through each stage, and some employees bounce back and forth between stages.
Employees with more knowledge about a change may be in a later change stage than one who has just learned about the change.
The Stages in the Cycle of Change
Stage 1 – Losing Focus: At this stage, employees know change is coming. They may be confused, uncertain, and anxious. Even with positive changes, people are often moving in many directions at once and may be distracted from day-to-day activities.
Areas of Confusion: Who am I? What should I do next? Can I handle this? Am I doing everything right?
Stage 2 – Minimizing the Impact: People in this stage are seeking comfort by avoiding a realistic look at the change. They may be caught up in denial.
Areas of Confusion: Why do I have these feelings? What if I lose control? What would others think if they knew what was going on in my head?
Stage 3 – The Pit: Once people realistically assess what they are losing and gaining in change, they typically enter “the pit” – a place where things seem very uncertain, and there is a strong sense of loss.
Areas of Confusion: Am I a good person? Will I ever get control? Why am I so afraid? Why am I so emotional? Will I ever trust anyone again?
Stage 4 – Letting Go of the Past: Once people begin to move out of the pit, they are ready to let go of the past and focus on moving ahead. Groups develop more positive energy around the change and begin to focus on the future.
Areas of Confusion: Can I trust myself? Will I ever be accepted? Do I have enough courage? Do I have the skills and knowledge to move ahead? Will I be able to get on with things?
Stage 5 – Testing Limits: As employees begin to explore the future, they seek to figure out what works and what doesn’t. They will test limits and create boundaries for the new work.
Areas of Confusion: Am I doing as well as I can? Is this really what I want to be doing? Am I gaining respect? Do they like me?
Stage 6 - Searching for Meaning: The change becomes real. People might be exploring more of the why, but are also ready to commit to a path for moving forward.
Areas of Confusion: Can I really make a difference? What do I do next? Is this really where I belong? Will I be able to learn quickly enough?
Stage 7 – Integrating: The change is now incorporated into the work and the group is ready to move forward.
How people move through change will vary. Some people might move quickly through some stages – or even skip one all together. Some may actually move past The Pit – but slip back into it.
And – if there are multiple changes happening – the person might be at different stages for each one!
There are strategies for helping yourself and others to move through the stages of the cycle. I go into more detail on those in leadership workshops - it’s just too much to cover in a podcast! The goal of this episode is to make you aware.
Additional Info
Know where you are on the change cycle so you can take personal steps through the change
Understand that each person will be at a different place – meet them where they are
People are looking at you – be the model for desired change behavior
The Pit is the hardest stage to get out of and the easiest stage to slide back into
Although employees need to go through the cycle at their own pace, it is possible that some may get stuck in a stage. If an employee does not progress to the end of the cycle in a ‘reasonable’ period of time, reach out to your Human Resources partner for guidance
Here is a challenge for you:
Think of a change that your team is going through now or one that you have gone through recently (i.e. the pandemic!).
Identify what stage you are in. What strategies can you implement to help guide yourself through the cycle?
Identify what stage(s) your individual employees might be in. Are there some strategies that you haven’t yet tried that you can?
To layer on the Transitions model and the Cycle of Change - there is also the different personality types to consider. What might excite one employee about the future might make someone else anxious. As a leader – you could consider those differences to create an inclusive and safe environment (again – while also recognizing how your personality type influences your reaction and adoption of change.)
Resistance to Change
Resistance is a natural reaction to change. Resistance to change can be described as: the unwillingness to adapt to new circumstances or ways of doing things.
Resistance is a part of the transition process and should be handled and managed in order to successfully move forward with the change. Management’s reaction to resistance also contributes to failure. If employee resistance or lack of engagement is ignored by leadership – there is a higher propensity for failure.
What are some reasons that people might resist change?
Lack of trust: Sometimes when people resist change, they are responding more to the person in leadership than to the change itself. If the leader or organization does not show visible support and commitment to the employees, the change process and the change itself – the result might be a lack of trust – leading to resistance.
Previous experiences with change: If a person had bad experiences with change in the past – they may naturally expect the same type of experience and immediately resist as a way to protect themselves.
Poor communication: If there is a lack of transparency and/or the relevant information is not shared – it leaves space for a person to fill in the gaps on their own. This can lead to defensiveness and assumptions that are not helpful.
Fear of the unknown: Our brains like certainty. The idea of change is typically coupled with the unknown – even with the best laid out plans. That fear can create resistance.
Fear of failure: Similar to fear of the unknown is fear of failure. When we don’t know what is coming or how we will perform against the new situation – our brains set into a fear of failing. Again – fear can create resistance.
Change saturation: Often times – changes are not spaced out. If there is constant change the overlaps people can get stressed or even tone out change. One reaction to this is resistance – because the person just isn’t interested in experiencing change once again.
What are some ways you might recognize that there is resistance to change?
Lack of participation
Open emotions (openly verbalizing frustrations, etc.)
Impact to attendance
Revert to old ways
Decrease in productivity
Unwillingness to sponsor the change
Reluctance to provide resources and information (holding knowledge close / not sharing)
What are some effective ways to minimize resistance?
Communicate early and often.
Identify and engage ‘change champions’: Identify employees that others’ generally gravitate to or whose opinions seem to carry more weight and get buy-in from them. They will be more likely to carry your message and help minimize resistance in others.
Listen: When people are listened to – they feel more valued and strong emotions can be calmed. Also – by listening, you may hear about things you didn’t consider in the change – which can be valuable in the entire initiative.
Be clear about the business case and the WIIFM (what’s in it for me): When people understand the reason for the change and what is in it for them – that can help in their response. For example – perhaps you are changing the way of doing something because the old way is a safety concern. Knowing that the company is concerned for employee safety and that the change is for the good of the employee AND the organization – it is more likely that the employee will be less resistant.
Consider timing of change: Be considerate of what is happening in the employee’s workload when implementing a change. Although change is constant – if you can control the ‘when’ in a way that makes sense for the group – that will help.
Provide abundance of training and resources: Expecting someone to be on board and adopt a change without providing the knowledge, tools and resources is setting up the change for failure.
Ensure ongoing support: Once the change is implemented – provide ongoing support until the change is fully operationalized and adopted.
Trust in Leading Through Change
When people trust their leader, they are more willing to undertake a change – even if it scares them. When they don’t feel that trust, transition is much less likely to occur.
Here are some ways to build trust:
Do what you say you’ll do. Don’t make promises you can’t or won’t keep. If you cannot follow through on a promise, let the person as soon as the situation becomes clear to you, and explain the circumstances that led to your failure to do what you promised.
Listen to people carefully and reflect back to ensure you fully understand.
Understand what matters to people and work hard to protect anything that is related to what matters to them.
Share yourself honestly. A lot of mistrust begins when people are unable to read you.
Ask for feedback and acknowledge the feedback.
Don’t confuse being trustworthy with “being a buddy.”
Remember to simply tell the truth. That will always win.
What do you think?
Do you consider the human side of change in your leadership?
What one thing from this episode will shift the way you lead?
Links
Life Changes: Growing Through Personal Transitions by Sabina Spencer and John D. Adams
Episode 29: Leading Through Change [Part One]
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