Leading Positively Through Change During times of change, leaders can fall into the trap of simply communicating the WHAT is happening and WHEN it is happening of organisational change processes. This pragmatic approach often fails to recognise the humans (the WHO) involved in the process of change. When this happens, it can lead to employees feeling either disconnected from, or possibly disruptive to, the process. Positive leadership requires both acceptance and understanding of emotional needs during change, as well as the strategies to support these. Positive leadership focuses on the WHO – the people – involved in change processes, maximising their engagement, and benefiting from their involvement. How can leaders achieve this? There are 5 key elements to focus on:
1. Values Values-based leadership is not only important during times of organisational change, it is important ongoing in creating positive workplace cultures. That said, during times of change, leaders should aim to articulate the rationale, the decision-making process and the determined actions, based on the organisation’s values. This requires that leaders themselves can first articulate what the values are, identify behaviours which are aligned with those values and celebrate when they observe these in action. They should also be able to identify non-aligned behaviours and engage curiously when they notice these.
2. Model of Responses to Change
Source: Adams et al (1976) As cited in: Surviving change; L.Leahy & N.Chamberlain, 2008
The Adams (1976) figure outlines possible emotional reactions to change. We need to understand that through times of change our experiences will be different; we will progress through the change reaction curve at different paces 2. Model of Responses to Change and some individuals will not experience every emotion whereas others may stay with one response for a lot longer than their colleagues. When we have different responses to our peers, it can increase our sense of disconnection therefore make The Adams (1976) figure outlines possible emotional reactions to change. it harder for people to workWe collaboratively and to progress the change initiatives.
need to understand that through times of change our experiences will be An important element of leading others through change is having self-awareness different; we will progress through the change reaction curve at different and self-leadership. Know where you are on the curve and equip yourself with paces and some individuals will not experience every emotionsupports whereasto help you transition as required. appropriate others may stay with one response for a lot longer than their Onepeers, strategy suggested by Leahy and Chamberlain is to describe these possible colleagues. When we have different responses to our it can reactions to change to employees, and to invite them to reflect on where they increase our sense of disconnection therefore make harder areitat in the reaction cycle; to discuss the differences with where each of them for people to work collaboratively and to progressare; thehow change they can get their needs met, and how they can support others. initiatives. 3. Strategies to Manage Stress
An important element of leading others through In her famous TED talk on stress, psychologist Kelly McGonigal argues that rather change is having self-awareness and self-leadership. than trying to calm down your pounding heart when stressed, you instead view Know where you are on the curve and equip the stress reaction as your body getting ready for the challenge; giving you the yourself with appropriate supports to help you energy to deal with the issues. Your pounding heart is preparing you for action and faster breathing is getting more oxygen to your brain so that you can think more transition as required.
clearly. She determines that how you think about stress matters. A Harvard University study was conducted which asked one group of participants to rethink their bodies’ response to stress. The group who positively reframed their stress responses experienced far fewer negative effects from stressful situations than the control group.
One strategy suggested by Leahy and Chamberlain is to describe these possible reactions to change to employees, and to invite them to reflect on where they are at in the reaction cycle; to discuss the differences with where each of them are; how they can get their needs met, and how they can support others. www.bloomingminds.com.au
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