What are the most effective change management models for building resilience in leaders?

Building resilience in leaders is crucial for navigating the complexities of their roles effectively. This involves understanding their current resilience level through self-assessment and feedback, followed by targeted education and training on resilience-building techniques. Leaders learn to cultivate a resilient mindset by reframing challenges positively and developing adaptability skills to navigate change. Building strong support networks and prioritizing self-care are emphasized to help leaders maintain resilience. Reflection and continuous learning further enhance their ability to cope with challenges. Organizational support, including creating a supportive work environment and fostering a culture of resilience, plays a pivotal role.

Scholars, researchers, and academics have developed various change management models to assist leaders in comprehending and developing the essential resilience required for themselves and their teams. In my opinion, the most critical aspect that each leader must identify individually to support his/her efforts in building resilience is the ability to "embrace change within." Leaders need to focus on agility, openness to learn and unlearn, and authenticity to embrace change successfully. These key enablers play a crucial role in selecting the most appropriate model and its application.

Leaders aiming to enhance their resilience must also develop their emotional intelligence. From my perspective, this is where the ADKAR model distinguishes itself from many other change management models. With its focus on the human aspect of change, it prompts leaders to heavily depend on emotional intelligence while guiding and navigating organizational transitions. This reliance aids leaders in better comprehending and managing their team's reactions to change initiatives. This better understanding of emotions and human behavior makes leaders stronger and helps the organization handle change better.

Using these change management models isn't just about implementing change smoothly, it's crucial for building resilience in leaders, the very people guiding your organization through turbulent waters. Now these might sound intimidating but bear with me. These models focus on both individual changes as well as organizational changes. The ADKAR model - focuses on individual change. Imagine you're trying to convince your friend to try a new hobby. They need to be on board with the idea (Awareness), actually want to give it a shot (Desire), learn the ropes (Knowledge), figure out how to climb (Ability), and keep at it to stick with it (Reinforcement). That's basically the ADKAR model for change!

Awareness is absolutely fundamental to all change, and any change build without sufficient awareness, is usually superficial, or one driven by fear. For example, when firm adopt digital ambitions, while people grapple with basics of digital and lack awareness as to why it matters, then the adoption of change is either rejected, or patchy at best.

There is one aspect I particularly find helpful about the Kübler-Ross-Modell in the context of change and resilience. Often times, we approach changes mainly from a rational perspective, using hard facts and arguments about the Why and what's beneficial about it. While this has it's merit, acknowledging that change means saying goodbye in one way or the other, grief is often part of the journey and leaders need to give themselves and others the time and create a safe space for their employees.

I will add one more point about this model. People can be at different points at different times but there is a danger in a nice looking curve that starts at Denial and comes up the other side with Acceptance. Stakeholders can be coming up the right side of your chart approaching acceptance when one event (e.g., email, announcement, press release) sends people backward by one or two steps. The graph is linear but let's recognize that we can travel back and forth on that continuum until we sustain acceptance.

Utilizing the Kübler-Ross Model for building resilience in leaders involves: 1. Denial and Anger: Leaders may resist change or feel frustrated initially. Help them confront reality and channel emotions constructively. 2. Bargaining and Depression: Leaders may try to negotiate or feel sadness. Encourage acceptance and provide support while focusing on proactive steps forward. 3. Acceptance: Guide leaders to accept change and adapt, reinforcing positive behaviors and providing ongoing support. 4. By navigating leaders through these stages, organizations can help them build resilience in the face of change. P.S. The originator of the model is named Elisabeth Kübler-Ross

Before we can think of using it, lets try to understand the Kubler-Ross Model. Originally designed to understand grief, can also be applied to individual change reactions. It acknowledges the emotional journey people experience, including denial, anger, bargaining, depression, and acceptance. When using this model, we must keep in mind that not everyone goes through all stages, or in this order. One might skip some, or cycle back and forth. It's normal to have mixed feelings about change, even good change. The goal isn't to force yourself to be happy instantly, but to understand and navigate your emotions as you adjust.

Creo que para aplicar este modelo de transición de Bridges efectivamente, es clave liderar con empatía, comunicarse de manera transparente y continua, y proporcionar el soporte adecuado a lo largo de todo el proceso de cambio. Reconocer que cada individuo puede moverse a través de estas fases a un ritmo diferente y estar listo para adaptar tu enfoque según sea necesario, ayudará a facilitar una transición más suave y exitosa para todo el equipo. Me parece prudente no dejar cosas al azar o esperar que todas las personas progresen, reflexionen y alcances objetivos al unísono, por eso recalco la función de un Coach individual que facilite ese transito en la gestión del cambio.

The useful way to look at Kotter's 8 steps is that these are phases the leader creates for the team and the team experiences them as transitions which each need to be managed accordingly (think Bridges model or Kubler Ross model). The 8 steps are useful to make happen for a successful shift into the new future.

Utilizing William Bridges' Transition Model in change management to build resilience in leaders involves: 1. Endings: Support leaders in acknowledging and letting go of the past, providing reflection opportunities and understanding reasons for change. 2. Neutral Zone: Help leaders navigate uncertainty by offering support, encouraging experimentation, and facilitating connections with others in transition. 3. New Beginnings: Celebrate successes, recognize adaptive behaviors, and provide ongoing support as leaders embrace their new roles and lead their teams through change.

Bridges Transition Model is focused on changes at an organizational level. Imagine your company is moving offices. It's exciting, but also disruptive. The Bridges Transition Model helps you and your team navigate this change effectively by understanding the emotional journey everyone goes through. To understand it better, lets divide it into 3 phases. Ending: saying goodbye to old ways, involves feeling of loos, fear and anger. Neutral Zone: the in-between phase, filled with uncertainty and confusion. People might feel disoriented and unsure, frustrated with the lack of progress and unmotivated by the lack of clarity about the future. New Beginning: the phase of embracing the new way of working. People often feel excited & energized.

Si la resilencia es la habilidad humana de recuperarse lo antes posible ante una situación difícil, el utilizar el Modelo Bridges desde mi punto de vista, es el adecuado ya que considera la situación externa y la transformación interna que viven las personas.

In my experience, I can refer to Microsoft as an example of the transformational journey focusing on Microsoft's move to Cloud and Subscription Services.Recognizing the shift towards cloud services, Microsoft saw the urgent need to pivot away from a reliance on software sales. Microsoft realigned its executive team to champion cloud services and new technologies like AI. Microsoft envisioned becoming the leading platform and productivity company for the "mobile-first, cloud-first world," focusing on Azure and Office 365 cloud-based services. The rapid growth of Azure and the successful transition of Office to a subscription model. Continuous innovation in cloud services and embracing open-source technologies helped maintain momentum.

Kotter's 8-step model provides a useful systematic approach to change management, which I find reduces the burden of figuring out each step. However, the model's reliance on sequential progression may not always be feasible, especially during demanding periods. It's advisable for leaders to tailor their approach to fit their unique circumstances. Interestingly, this ability to adapt is also crucial for enhancing resilience as leaders navigate change. A caution for leaders considering the Kotter's change model is to be wary of generating an artificial sense of urgency in Step 1. Employees can often see through this and it can lead to challenges throughout the change process, given that this step serves as the foundation.

The useful way to look at Kotter's 8 steps is that these are phases the leader creates for the team and the team experiences them as transitions which each need to be managed accordingly (think Bridges model or Kubler Ross model). The 8 steps are useful to make happen for a successful shift into the new future.

Kurt Lewin's Model, also known as Unfreeze-Change-Refreeze, is a foundational framework in change management that can help build resilience in leaders: 1. Unfreeze: Prepare leaders for change by creating awareness, communicating the vision, and addressing concerns. This stage fosters flexibility and openness. 2. Change: Support leaders in implementing changes by providing resources, training, and empowerment. This empowers them to navigate uncertainty effectively. 3. Refreeze: Stabilize the new state by reinforcing new behaviors, celebrating successes, and addressing challenges. This builds confidence and resilience in leaders and their teams.

Research indicates that the greatest resistance to change arrises when the change is sudden and unpredictable. This model is particularly valuable as it emphasizes the importance of providing information and maintaining clear communication during the initial phase of unfreezing. Furthermore, it emphasises the significance of ongoing support throughout the change process, followed by reinforcing and embedding the change.

While models like ADKAR and Kotter's provide structured approaches to change management, the essence of building resilience in leaders extends beyond frameworks. It's about humanizing leadership, recognizing that at the core of change are people with unique fears, values, and voices. True resilience emerges when leaders connect deeply with their teams, meeting them where they are, rather than where the framework suggests they should be. This connection involves genuinely addressing concerns, valuing contributions, and actively listening, ensuring that the process of change is not just managed but also felt and lived.

The Appreciative Inquiry (AI) Model. Unlike traditional change models that focus on identifying and solving problems, AI emphasizes discovering and amplifying organizational strengths and successes. Leaders can cultivate resilience, inspire innovation, and promote a culture of continuous improvement by emphasizing what works well and leveraging positive experiences.

Any model is only as good as the people using it and implementing it. Without the active desire, intent and actions needed, no model can be helpful.

The 'are they resourced' model. 80% of the workforce are somewhat, often or always burnt out (Gallup). Adaptation requires surplus cognitive and emotional bandwidth. Change management initiative have a higher failure rate if employees are already exhausted under the status quo. Think about how the eventual change and process to get there can create: - Less meeting time to combat excessive workload - Digital Boundary setting that give people their evening and weekends for renewal - More autonomy to deliver in their own way - More flexibility to tend to family commitments

All change management models can be simplified to: 1. Identify the current and future state (What is the change?) 2. Crystalize "why" the changes is needed and why now? 3. Determine who is impacted. 4. Determine who are the potential supporters and resistors. 5. Understand who needs to be brought into the change earlier to help influence the change or to give them a runway to adopt the change themselves. 6. Create a comms strategy with consistent messaging. 7. Executing the change/comms strategy is the starting line - not the finish line! Bring people along the journey of change with you. 8. Lean in - Answer questions the same way the 100th time as you did the first time. 9. Continuallly measure change adoption and adjust as needed.