How can you help leaders build a strong support system during a transition?

To effectively plan and create sound strategies for transition or pivoting it is crucial to distinguish between individual 'needs' and those things categorised as 'wants.' Using Maslow's Hierarchy as a foundation for analysis provides a unique perspective and understanding on those key functions. The hierarchy prioritises physiological needs (food, shelter) and safety, which precede social belonging, esteem, and self-actualization. Deficiency needs (the first four levels) drive behavior when unmet, while growth needs fuel personal development. Understanding these needs allows an individual to create a bracket between baseline requirements and aspirational goals.

For me, it begins with noticing what you need to ensure a positive outlook on adapting to the change you will be experiencing. Transitions like leadership itself are a journey through unexpected terrain. While you can only know some things in advance about what you will face along the way, knowing your core operating values and how to shift away from negative emotions to a more curious and creative space is foundational. Often, when we feel negative emotions in a period of change, something we are experiencing is out of alignment between the experience and our core values. When we know our values, we can use them to develop strategies to bring our values and experiences back into alignment and our outlook back to a positive place.

Establish a communication strategy that prioritizes clarity, honesty, and two-way engagement. Regular updates and transparent feedback mechanisms build trust and keep everyone aligned with the transition's goals. Sharing of challenges and progress is essential for keeping the team connected. Mental and emotional well-being is crucial. Transitions can be stressful, so offering tailored support services can help team members cope. Don’t assume that information will trickle through the organizational structure. Leaders should proactively ensure that communication reaches every level and department accurately and timely. From my experience, these primary aspects cultivate a supportive environment conducive to successful transitions.

Cultivating a robust support network in your leadership journey involves actively seeking a wide array of viewpoints from various channels. Consider all of your stakeholders, and how they can each help you, and you them. Connect with them online or face to face. Embrace the practice of drawing upon a multitude of perspectives and insights from different sources to enrich your leadership experience. You never know when or how these connections can assist you, or you them.

I encourage leaders in transition to seek diverse perspectives in a few different ways. One way is planning and implementing a listening tour with as many people as possible who are connected to their new role or organization. The listening tour is an opportunity to ask a few strategic open-ended questions about others' experiences and recommendations. Another way is asking a few trusted friends and colleagues to meet regularly to hear what you are observing and learning and be willing to ask hard questions you may overlook yourself. A third way is to engage with a leadership coach who is experienced in supporting leaders through transitions. You want thinking partners who will help you be astute and discerning.

Ultimately success in a transition period depends on making thoughtful choices about what you need to be successful and how others might help you. One way to cultivate trust is to let people know in advance of a conversation what topic(s) you want to cover. This way, they have a chance to prepare. Another way to cultivate trust is to update people in your support system on how you have incorporated some of their ideas into your actions, what results you got, and what you learned in the process. When people in your support system see that you are serious about your success, they will stay on the path with you.

By building relationships based on mutual respect and understanding, leaders can mitigate resistance and isolation during transitions as it brings out the ‘listening’ aspect of their leadership – Good leaders listen, Great Leaders Listen Intentionally. Moreover, being equipped with resources such as mentorship, continuous learning, and a resilient mindset can empower leaders to confidently navigate uncertainties, fostering a positive environment conducive to successful transitions.

En prenant le temps d'écouter chacune des parties concernées, leurs peurs, leurs envies, à en prendre conscience et leur offrir un cadre pour pouvoir les exprimer sereinement

My clients are all in a transition of some sort. One thing we discuss is how they can build up their personal boardroom to give them the best support possible as they make their transformations. These can vary for each individual but can range from Financial Advisor to Personal Trainer! Just as a few examples.

In my experience navigating transitions within challenging environments, there is a need for effective leaders to draw wisdom from various sources. John Maxwell, emphasizes the significance of building genuine relationships at all levels of leadership - "Leadership is not about being in charge. It's about taking care of those in your charge." I have appreciated the necessity of leaders establishing robust support systems by fostering trust, transparency, and open communication with stakeholders, ensuring that ethical principles guide their decisions, all in an effort to stamp credibility.