Change is constant, but sometimes change is so sudden, so extreme, that our normal ability to adapt is overwhelmed. A company failure or takeover, a corporate scandal or radical restructure, can put extraordinary pressure on staff. And in such times of stress, managers need to find new, different ways to lead.
This can be challenging for many leaders, who may have been appointed due to their technical skills and their ability to manage operations and hit targets. But managing a team through dramatic change calls for different qualities, such as humanity and compassion, plus empathy, open communication and the ability to see different points of view.
Difficult as this may be, failing to manage change can have major consequences. People who are not supported through the process might suppress them for a while, but their feelings will eventually emerge as anger and blame, or even anxiety and depression.
Our response to disruptive change has much in common with grieving for the loss of a loved one. The Swiss-American psychiatrist Dr Elisabeth Kubler-Ross did pioneering research into the stages of grief, then expanded her model, the Change Curve, to show how people typically respond to any life-changing situation.
When crisis hits, we react first with “denial” and “resistance”, then move through “exploration” until we achieve “commitment”. In a corporate setting, it is part of a leader’s job to help staff move through the stages of the curve, so that everyone can ultimately find acceptance and renewed strength to move forward.
Here are some simple steps to lead their people through the difficult times:
Allow your emotions to show
Give yourself space to come to terms with your own feelings. It is normal to feel shocked, disappointed and angry when your organisation doesn’t behave as it should. If your emotions are hindering you in your work or interfering with your personal life, don’t hesitate to seek help.
Be open & honest
Be open and honest about what has happened. Don’t try to deny, gloss over or downplay a negative event. Your people need to know you are facing the facts so they can too.
Show vulnerability
Be authentic about your own feelings, and don’t be afraid to show some vulnerability. This validates those emotions and reassures your people that you understand what they are going through. By creating psychological safety in this way, you are giving your team permission to open up.
Empathy is key
Acknowledge and normalise the feelings that others express to you. Be prepared to say: “Yes, it has come as a shock to all of us, and we understand how tense and horrible it is, but what can we do to help you get through today and the rest of the week?”
Celebrate the good
Celebrate the good things that are happening, as well as honestly acknowledging the bad. Look for positive things that everyone can hold on to and talk about, such as the active response the leaders are taking to preserve the organisation.
Set short-term goals
Focus on short-term goals and recent successes. The big picture might be disorienting, but there are sure to be some smaller, positive things that can be celebrated, both as concrete achievements and symbols of what can happen in the future.
Set up regular check-ins
Set up regular check-ins. Assign people to lead “huddles” or “pods” of four to six people, where individuals can express their true feelings in a confidential and psychologically safe environment. Don’t wait for your staff to come to you – set up a structure that makes these discussions a normal part of the working day and signals it’s acceptable to have and to name those negative feelings.
A crisis is not business as usual, and it requires more than a BAU approach to management. While the demands may seem overwhelming, it is possible to follow the Change Curve and come out the other end, with renewed commitment from everyone in the team. If you feel under-equipped for the challenge, don’t hesitate to seek advice. And remember that at every stage of the journey, the key to success is honest, open and transparent communication.
