Navigating Change: Lessons in Leadership & Authenticity
Antréa Ferguson, MSPH
Dual COO @ SHANKX & Growth Academy | I reduce entrepreneurial stress as a mindfulness guide & sleep advocate! Join my newsletter for stress reducing tips. ??
In this week's edition, we'll be exploring the topic of leading and managing change, with a particular focus on understanding resistance to change, communicating the need for change, and managing the transition to a new state. But before we dive into the topic, I want to share with you an experience I had listening to a LinkedIn audio live event hosted by Shanee Moret that got me thinking about change and authenticity.
The conversation was about the power of authenticity, and it made me reflect on how we celebrate ourselves once we figure out what makes us authentic while not entirely encouraging others to do the same. Could it be resistance?
As a COO, I understand the challenges of recognizing and addressing the signs of resistance to change, especially when it is not verbalized. Sitting in a leadership role, it can be challenging. We think people can "catch on," or get used to something that they truly don't understand and sometimes don't even care for.
One thing I've learned is the importance of recognizing and evaluating the skills, competencies, and interests of team members. We must ensure that they are in the right position and are authentic about what they do. This way, team members can align their passions and gifts with their work, which can enhance their motivation and engagement during times of change.
Understanding Resistance to Change
We must recognize that change can be difficult for our teams. Even positive changes can cause resistance, fear, and uncertainty. When team members resist change, they may feel overwhelmed, anxious, or frustrated. Some may even be skeptical of the benefits that the change will bring.
To effectively lead change, it's essential to understand the reasons behind resistance. Resistance to change can come from a variety of sources, including a lack of understanding, fear of the unknown, or a perceived loss of control. As leaders, we must proactively identify and address these sources of resistance through open communication, support, and feedback.
Communicating the Need for Change
To help our teams embrace change, we must communicate the need for change in a clear and concise manner. We must highlight the benefits and opportunities that the change will bring, while also addressing potential challenges, concerns, and risks. It's essential to listen to feedback and questions and be transparent and honest in our responses.
As a leader, it's your responsibility to ensure that your team members understand why the change is necessary and how it will impact their work. This will help to build trust and confidence in the change process.
Managing the Transition to a New State
Change is not a one-time event, but a process that requires a deliberate and sustained effort to manage effectively. To manage the transition to a new state, we must set clear goals, provide resources and support, monitor progress, and celebrate successes.
We must be prepared to make adjustments and course-correct as needed. We must also provide our teams with the resources and support they need to succeed in the new state. This may involve providing training, coaching, or additional resources to help team members adapt to the new environment.
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Putting It All Together
Let me illustrate this with a scenario. Alex was a sales executive who had been with the company for several years. However, when the company began to pivot towards digital marketing, Alex found themselves struggling with new tools and techniques that were unfamiliar to them. Despite the team's efforts to provide training and support, Alex became increasingly resistant to the change, and their performance suffered.
In Traction, Gino Wickman says that you have to have the right people in the right seats. Shankar and I recognized that "Alex's" skills and passions lay elsewhere and that we needed to put them in the right seat. After discussions with Alex, we switched their position with another team member who had a passion for digital marketing but was not comfortable with sales. This move turned out to be a perfect fit! Alex was able to refocus on them strengths, and the other team member excelled in the new position.
This is the kind of example that illustrates what it means to recognize and evaluate team members' skills, competencies, and interests and to put them in the right seat to enhance their motivation and engagement during times of change. Of course, what will retain them is the alignment of your core values. Jim Collins said, "People are not your most important asset. The right people are." But that's an entirely different story for a different day.
Listen. Leading and managing change can be stressful. But it's essential for growth and progress. As leaders, we must be empathetic, proactive, and strategic in our approach. By understanding resistance to change, communicating the need for change, and managing the transition to a new state, we can help our teams embrace change and unlock their full potential.
That's all for this week's edition of Make Your Mark. I hope this newsletter resonates with you and provides some valuable insights into leading and managing change in your organization. Remember, change is not a one-time event, but a process that requires a deliberate and sustained effort to manage effectively. As a leader, it's your responsibility to ensure your team is prepared to face the challenges of change and emerge even stronger.
Thank you for joining me, and I'll see you next week for another deep dive into leadership. If you have any feedback or suggestions for future topics, please let me know. Until then, keep making your mark!
P.S., Don't forget:
See you next week, Mark Maker.
Antréa