How can you facilitate learning and growth during change transitions?

I think we should be aware that the change curve is just one model and is mostly accounting for the experiences of people who are facing a change that they 1) aren't prepared for, 2) don't want, and/or 3) don't have power over. One thing coaches and/or leaders can do is learn about different change theories and understand the different contexts that might impact the experiences your clients are having.

I find it very useful to discuss change in a counterintuitive way by exploring with the person who's subjected to change what is ending with the impending change. It's counterintuitive, but it's always true. When something changes, we typically have to let go of something. Something that we either hold dear or that we want to let go of. One of the biggest resistance points to change is that certain aspects of our current solution work well for us. And recognizing that and understanding that is an essential part to self-readiness. I had great breakthroughs here with clients who acknowledged to themselves that in order to move on to a new job, they had to acknowledge that they liked their current team. They have to actively find closure.

As a leader during change transitions the most important is to know who you are. What is your answer, when somebody asks you who you are? Is it your job title or an explanation of what you do most in life? Or can you answer this question with who you essentially are and genuinly feel in your body this is you? Being a facilitator of change transitions, you are asked to be a steady haven while you are asking for everybody involved to be flexible in order to create the change. Knowing exactly who you are will evolve in knowing what the priorities and have a natural focus on what is important. Leading by example. This power of knowing who you are will rub off on your surroundings. This will over time result in a very positive flowing team.

Embracing the change curve not only as a model but as a practical guide is crucial in today's dynamic work environment. I resonate with the idea of addressing what's ending. It's often the unacknowledged grief of letting go of the familiar that hinders progress. This echoes what I've observed in my role as a coach: acknowledging and mourning the 'old' paves the way for genuine acceptance of the 'new'. I've found that when leaders openly communicate the 'why' behind changes and involve their teams in the transition process, it not only mitigates resistance but also cultivates a sense of ownership and resilience among team members. A practical approach I've implemented successfully is promoting a sense of unity and collective growth.

To ease the shift during change transitions, start with fostering open dialogue. Communication is always key. This keeps everyone on the same page and builds trust and collaboration. Next, emphasize a culture where experimentation is welcomed. In a new setting new ways of operating are often required. When team members feel safe to try new approaches without fear of failure, they're more likely to embrace change. Lastly, encourage team collaboration. "We're all in this together." Sharing ideas and experiences not only sparks innovation but also creates a support network that can make navigating through change less daunting.

By cultivating a growth mindset, every transition or any complex situation becomes a playground to practice the skills of growth mindset. So when you create challenges like what did I learn today, what else I could have done, by encouraging a culture where people celebrate the mistakes and the learnings from it, it just becomes easier to walk into a challenging situation.

I let change partners (literally how I treat those touched by change) simulate the impact using different learning styles. They can see the future in advance :) and then it's them who choose the one of possible paths. Doing nothing is not an option. That is the rule zero.

A growth mindset is based on the fundamental belief that "I am creative, resourceful and whole." My resilience will help me endure setbacks as minor inconveniences or even pathways to the answer, versus a major trial. We must be willing to question our beliefs and accept there is a better, smarter way. Growth minded people recognize the process is the growth- the identities, mindsets, behaviors and habits vs. crossing the actual finish line.

I firmly believe that instilling a growth mindset is pivotal in navigating life. One strategy I've found particularly effective is incorporating mindset milestones into coaching sessions. These are specific moments where clients reflect on how their mindset has shifted over time, particularly in response to challenges and feedback. It's a powerful tool that not only celebrates progress but also reinforces the belief that abilities and intelligence can be developed. I've also started doing this in my personal life as well, with monthly voice note updates to my family and friends. When one embraces a growth (versus a limited) mindset, this is where the magic happens -- we become resilient, adaptable, and open to learning from all situations.

Do you believe that your abilities can be developed through dedication and hard work? Encouraging a growth mindset during change transitions empowers individuals to see challenges as opportunities for learning. By praising effort and resilience over immediate success, you create an environment where learning thrives, enabling personal and professional growth to flourish.

I encourage William Bridge’s model of change as it highlights the importance of getting clients to identify what they are giving up or what they perceive to be giving up. Once these losses or perceived losses are acknowledged, it is easier to move forward and deal with the change at hand. Bringing fears to the surface, eliminates some of the uncertainty. Integrating the human side of change must be part of any effective process. Another part of the change strategy is translating from the concept of change to role specific behaviors. Individuals need to know the specific behavioral drivers of success during a change initiative thus the importance of addressing both the emotional and the behavioral drivers of successful change.

Best way of prove support is to listen. Ask open questions- ask for more details - and not to try to solve any problems. Just beeing there is the best help.

The role of emotional support in times of change can't be overstated. One effective strategy I employ is integrating mindfulness and reflection exercises into coaching sessions with clients. These positive intelligence quotient (PQ) practices help clients to pause, reflect and gain clarity, facilitating a shift from reactive to proactive responses to change. It's about transforming emotional hurdles into stepping stones for personal and professional growth. Ultimately, the journey through change is as much emotional as it is practical. Providing emotional support is not just about managing immediate reactions; it's about building the resilience and emotional agility that are essential for long-term success and well-being. Onward and upward!

Offer emotional support during change transitions by actively listening to concerns, acknowledging emotions, providing regular updates, fostering open communication, and empathizing with individual experiences. Encourage peer support, offer counseling resources, and prioritize a compassionate leadership approach to create a supportive and understanding environment.

In my experience as a Cultural Change Management consultant I find it useful to teach leaders, individuals and/or teams about agile hacks that can help them manage negative emotions so they can overcome survival mode and instead could be more focused, creative and hence, more productive. But first, I coach individuals and teams to develop self-awareness, so they can be more connected to themselves and understand what stimuli is provoking stress or emotional unease so they understand what tool or agile hack they need to deploy to reach the emotional state needed to successfully achieve tasks/projects/goals. This could also help them to be more creative, innovative and be in the zone (flow).

Embracing change is about allowing fresh perspectives by stretching one's comfort zone to cultivate innovative thoughts that, in turn, facilitate the adoption of new behaviors. A coaching engagement provides a secure and supportive space for individuals to experiment, aiding them in heightening self-awareness regarding their thoughts and internal narratives. This, in turn, empowers them to explore and implement new actions, behaviors, and strategies commensurate with the envisioned change and its goals. The feedback loop from relevant stakeholders about attitudes towards change, as well as achievements, becomes a crucial tool in the journey, allowing for understanding of progress and areas that may require further refinement.

The analogy of learning to swim by getting into the water captures the essence of embracing change. As an executive coach, I encourage clients to adopt a 'trial and error' approach. It's about creating a mindset where experimentation is not just accepted, but also encouraged. This perspective transforms the fear of failure into an opportunity for learning and growth. My company is called Pidari, which means resilience in Persian. I definitely believe in experimentation, growth, and change. I’ve found that integrating regular reflection sessions where clients can analyze the outcomes of their experiments and the feedback received enhances their experience. It helps them fine-tune their actions and strategies in alignment with their goals.

How can you learn to swim without getting wet? Encourage individuals to dip their toes into the waters of change through experimentation. Encourage them to take calculated risks, learn from failures, and provide constructive feedback. This iterative process not only fosters individual growth but also propels organizations forward.

In the context of a layoff, adapting to change involves learning new skills and behaviors. Fostering a culture of experimentation, seeking feedback, and promoting reflective practices can empower clients to navigate and adjust to the challenges brought about by job loss.

Change is constant. Learning from others can help goes without saying. There really is no single right way or wrong way. You can choose what experiences of others fit with what you might be experiencing but you then have to adapt to your new reality. Its a unique and individual journey

As a coach, one of the most impactful things I feel that I can do for my clients is to help them realize that they are not alone in their journey. The shared experiences, lessons learned, and even the mistakes made by others can be incredibly enlightening and reassuring. Being a 'connector' and tapping into my network to facilitate these connections has been a cornerstone of my coaching approach. Whether it's linking clients with industry professionals, peers undergoing similar transitions, or experts in specific fields, these connections provide a wealth of knowledge and perspective. It's about creating a supportive ecosystem where my clients can find guidance, inspiration, and a true sense of community. That's what matters most.

Do you realize the strength of your web of connections? During change transitions, leverage your network to facilitate learning and growth. Connect individuals with mentors, peers, or experts who can share insights, experiences, and perspectives. Collaborative learning accelerates personal and collective growth.

On a change journey, it can be especially validating to connect with people who have been down the same path. They can share their learnings and what they would do differently if given the opportunity. As an executive coach with a track record of organizational leadership, you likely have a vast network of professionals who have experienced similar change processes. Lean into your network, to connect relevant people with your client. Sometimes the simple revelation of knowing you aren't alone in leading change can provide the courage and fortitude to keep going.

Ask your friends and family for warm introductions. Every person knows about 400 people - and have 100 unique connections! All we have to do is ask for help.

Model the way by maintaining flexibility in your coaching approach. Be prepared to adjust your coaching style and strategies to meet the evolving needs of leaders, teams and the organization during the transition.

You set the objectives, define the new process and identify the needs. Then you train the people and let the immediately apply what they learned. You adjust on the spot and add further information.

Have you ever been inspired by someone who walks the talk? To facilitate learning and growth during transitions, model the change you want to see. Be a role model by embracing change yourself, showcasing adaptability, and sharing your journey openly. Your actions will inspire and guide others on their own growth paths.

In the context of a layoff, modeling change is crucial. Demonstrating openness, curiosity, flexibility, and positivity sets an example for clients. Sharing personal experiences, challenges, and the process of overcoming them instills confidence and showcases commitment to navigating change effectively.

Champions of change are an essential way to get everyone on board ! Find a leader who is respected and open to change who might be willing to pilot or promote amongst groups. They will be an easy marketing tool!

A learning environment needs a learning culture. * A learning culture is an environment where problems are discussed as opportunities to learn, not to blame. The Why-question is so much better than the Who-question. * A learning culture is an environment where teamwork is encouraged and understood. Learning needs crossfunctional interactions. * A learning culture means that rewards, benefits, evaluation is built on the process of teamwork, not of an individual. * A learning culture means that 'what did we learn' is a standardquestion in the canteen and at the coffeecorner. If you do not talk it, you will not walk it!

Change is a constant, and in times of transition, I think it is helpful to draw from the more enduring constants in your life: your deeper values and beliefs, those you love, the cycles and rhythms of nature. These things can give you a sense of groundedness, a source of resilience, guiding you through the uncertainty, making you feel safe. And from this safe space you can reach out, take chances, and grow.

One of my biggest learning opportunities came from a managing change workshop. The facilitator asked us to try to behave differently to how we usually would for that afternoons session. I was one of those that always wanted to engage and give opinion. On this occassion I chose to be the last one to speak. I found it so liberating. It took me over 35 years to realise that. I also hated pauses and always felt i should fill the gap. All my anxieties vanished in such situations and I learnt much more listening to other conributors.

Beyond these key points, remember that facilitating learning and growth during change transitions also involves patience, resilience, and a deep commitment to the well-being and development of individuals and teams. Recognize that change is a journey, not a destination, and continuously adapt your approach to meet the evolving needs of those you support.

Important in a changing environment and organisation is to realise: - no action, no learning - no learning, no action Change is an opportunity to learn as individuals as well as organisation! Within the changing organisation you have the posibility to add knowledge you weren’t aware of and at the same time develop in the proces your personal learning skills. So take advantage of change to learn….