Leading your team through change

Organizations are living systems, and as such, they have a chaotic, unpredictable, ever-changing nature. Change is constant and simply unavoidable. Like many of you, I have spent much of my corporate career being reorganized or part of a reorganization. Sometimes it's called realignment; other times transformation, turnaround, redesign, and the one I often encountered: "Evolution". But regardless of the names and methods employed, there are natural "phases" that every employee, based on my own observations, goes through in these processes. This short article explores these phases and, in the process, proposes, based on research, instruments, and recommendations, to help navigate change.

Spoiler alert - The following reorg phases or moments are not scientific – I'm here not referring to them as an HR organizational development expert, and not as a line manager, but as an employee who has lived these across the last 20 years of career - so take them with a pinch of salt:

The finally, we are fixing it – wow, this is great – moment: When you are positively embracing the renewal energy and naively thinking this will be easy.

The I want to be part of it – hey, I want to contribute - moment: When you raise your hand to participate and maybe lead aspects of the effort.

The what's happening here – I'm not included – wondering moment: When you realize a consulting company is involved and unleashing an unstoppable force (process) – You now feel you are a passenger or spectator of the change.

The panic – I just realized I'm affected – moment: The nativity phase is really over, and now you realize your job and future are at stake.

The why is this taking so long – moment: Reorganizations always tend (almost without exceptions) to last longer than planned for whatever reason.

The I'm not in any control whatsoever, indifference – moment: The acceptance that you have no control at all-, so why bother.

The final judgment – I'm in, I'm out – moment: ?You are relieved to know what to expect.

The let's start over – moment: Enthusiastic about the future, embracing your new role, and then you realize the last reorg is just the beginning of the new one (in the same or now in a different company).?

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You are not alone if you have experienced some of the negative sides of reorgs. For example, there is clear evidence that confirms that reorgs can create a prolonged sense of ambiguity and fear that causes more stress and worry than layoffs, reducing productivity in 60% of cases. And according to research, over 80% of firms that undergo a transformation fail to achieve the expected value in the time intended, and 10% cause substantial damage to the company.

Recent studies by Gartner and Capterra (2022) have shown that more than 50%-70% of employees are stressed out by the rapid pace of workplace transformation. This has led to over half of professionals considering job-hopping due to burnout, disengagement, and frustration derived from constant changes in the workplace. But there is hope - paying close attention to transformation tactics as organizations create and implement new models is the best opportunity for addressing these issues and layering new ground where psychological safety engagement and performance can flourish.

Regardless of an organization's success, it will inevitably undergo some sort of transition and change. According to research, most organizations undergo changes to lift short-term performance. Still, these shifts can also be used to realign values and culture to foster a more trusting and supportive environment that promotes sustained success – and here is where the great opportunity lies. The motivation for transformation programs is diverse; sometimes is simply done because…what else would highly-paid leaders do right? But honestly, there is a real opportunity behind every attempt - the pursuit of improved sustainable performance and resilience. About half of all firms recently undergoing change were doing it for this reason, according to a BCG study (2021)on corporate transformation – and that is good news.

Here are some of the most important motivations for change – and usually a combination of (all) these:

• Competition is more intense than ever before.
• The results are below the norm.
• The rate of turnover is high.
• Personnel are overstretched with too much work
• People need to be used to their full potential.
• Teams?aren't working together
• We simply need to create a sense of urgency and, therefore a crisis
• The grass of our neighbours is greener
• The CEO had a bad Monday
• ...

?"The secret of change is to focus all of your energy not on fighting the old, but on building the new." - Socrates

Why do reorg attempts fail

According to research there are several pitfalls of transformations that can be avoided (IMD, McKinsey, HBR, Forbes). Here is my all-time favorite list of common "capital mistakes" in transformation processes:

Not realizing that employees come first and failing to engage them immediately creates mechanical resistance to the change. On the other hand, inspired employees make all the difference in an organization, particularly during a transformation.

Inadequate focus on culture change translates into poor alignment or complete disarray between the actual culture of the company and the aspired behaviors the reorg attempt to embed.

Too much, too fast: Taking the time to define a phased implementation plan and the timing that would be used to get there can prevent overspeeding and overwhelming changes that lead to mistakes.

Incomplete execution: Lack of leadership alignment and failure to follow through on the identified workstreams dooms the entire effort.

Avoiding the toxic positivity trap

During transformations is easy to fall into this trap, that is often also very hard to address: Toxic positivity is the belief that people should always maintain a positive attitude, regardless of the circumstances. It can be harmful because it can minimize or dismiss real problems, making people feel they cannot express negative emotions or concerns. Here are some examples of toxic positivity:

"Just stay positive!" This statement suggests that positive thinking alone can solve problems and ignores the situation's complexity.

"Everything happens for a reason." This expression can be comforting, but it can also dismiss the real pain and challenges people face.

"You should be grateful for what we have." This statement can dismiss people's struggles and emotions and prevent them from seeking help or support.

"Don’t be so negative" This one is the winner - No one will dare to raise a concern or even constructive criticism after hearing it.

In short, toxic positivity can trigger hidden passive-aggressive behaviours that sabotage change efforts. Overemphasizing positivity and optimism in all forms of communication and ignoring the reality of difficult situations people go through in transformation makes it much harder to bring them along.

So what instruments do you and your team have to navigate the inevitable change?

It's essential to remember that organizational transformations are not straight lines from A to B. As described above, changes are disruptive, and chaotic by nature and require tons of willpower, empathic abilities, and leadership qualities. The best we can do is accept that there is an unavoidable messy nature to change – but once we accept that, we can work to keep everyone informed, set a plan (of the things under your control), and foster an atmosphere where everyone feels a shared sense of community and purpose during the transition, the future can be brighter whatever the outcomes.

Some words of encouragement for your team as it transitions: It's not easy to support and assist people in adapting and succeeding during times of change, but it's essential to contain the damage that doing nothing will cause.

Research in developmental psychology and neuroscience[1], indicate that there are clear strategies we can use that incorporate routines and habits that have proven to help individuals and organizations navigate transitions. When identifying these habits, leaders should consider two fundamental attributes: Choice & Connection.

Choice and Connection power neuroplasticity, a powerful tool for employees and teams during change. It can help them adapt to new circumstances, learn new skills, and embrace new behaviors. When employees and teams are involved in the change process and given a sense of choice and control, they are more likely to take ownership of the new norms and behaviors. This can lead to greater responsibility and commitment to the change, ultimately improving its success. In addition, when people feel connected to their colleagues, they are more likely to trust and support each other during difficult times, which will help prevent the team from falling into the fear trap.

Here are some simple concrete suggestions that will foster choice and connection and would allow you and your team to better navigate change:

1. Acknowledge that change is difficult and that much is outside your control. Focus and highlight areas within the team's control to influence.
2. Make change easy – carry out with current goals and activities. However, do not leave people (or yourself) too much room to think and wonder about the "what-if."
3. Keep the lines of communication open and frequent; update people on the status of the changes, why they're being made, and any potential consequences. Always be available to answer team members' questions and supply them with the tools they need to succeed.
4. Define the team's roles and duties, even in times of uncertainty, as well as the timetables and end goals for the transformation process. Ensure everyone on your team is on the same page about the transformation and how they can help it.
5. Acknowledge and reward development. Rejoice in the milestones and progress made by the team. Keep co-formulating goals with your team, even if these are short-term, as these particularly foster neuroplasticity, a key morale booster to inspire your team to keep working toward the bigger goals.
6. Offer your team training and development opportunities to assist them in learning new skills and information pertinent to the shift. This can give individuals perspective on their ability to adjust to unique circumstances.
7. Be authentic - promote an inclusive culture by creating an environment where everyone feels safe voicing their opinions and asking questions. Plan for team-building opportunities, collaboration, and feedback to keep people engaged and motivated during the transition.

People don’t resist change. They resist being changed! - Peter Senge

Resilient Organizations Make Psychological Safety a Strategic Priority (hbr.org)

Change Fatigue is Making Employee Burnout Worse | Capterra

3 Tools to Help Leaders Steady Their Teams During a Transition (hbr.org)

Why transform - Guide to Business Transformation | BIE Executive Ltd (bie-executive.com)

Five Common Causes Of Repeated Reorgs (And How To Reorg More Successfully) (forbes.com)

The Top 10 Reasons why organizational change fails (imd.org)

Toxic positivity: Definition, risks, how to avoid, and more (medicalnewstoday.com)

[1] David Rock Rock D. A neuroscience-based approach to changing organizational behavior. Healthc Manage Forum. 2018 May;31(3):77-80

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