Managing Transitions
Most of my clients are leaders managing through a transition of one sort or another: market evolution, a change in the company’s strategic direction, M&A activity, new management, or increased responsibility. To successfully manage these transitions my clients typically need to lead differently because their organizations and teams have new requirements of them. Our work together is to determine what these new requirements are and how to augment their leadership style to match them.
Our work revolves around three areas of focus. First, you must acknowledge that a transition is taking place. Believe it or not, these transitions are not always obvious when you are in the throes of change. Second, you need to understand that you are generally not making the transition alone. In making the transition, you must also determine what others – team members, colleagues, stakeholders- need from you as a leader. Last, according to Angeles Arrien, cultural anthropologist, author, and educator, you must bring honorable closure to the past to mark important endings before you can successfully move forward.
In acknowledging a transition, it is important to discern whether you are in the beginning, middle, or end of the process. A few simple questions can help: How do you feel about being in this transition? What are your worst fears? What do you hope for? Where do you need to be relative to where you are now? Once this is understood we begin the work to move through the transitional phase.
Many times, the first steps leaders take in managing transitions are transactional, such as, for example seeking the budget to hire more people or to fund new projects. While these things may be necessary to do, they are not sufficient. The relational tasks are equally important. It’s very important to understand what others are experiencing and what they need from you during this period of change. For example, does the team understand what is expected of them or do they fear this change? Is the team and organization in support of the transition or are they reluctant participants?
Finally, having a respectful eye to past experiences will help leaders learn not only what is important to them, but also to the people and organization they lead. Afterall, we cannot create successful transitions by ourselves. As leaders we need to coalesce, motivate, and set the course for others. We bring honorable closure to the collective past to pave the way for new beginnings.