The time-tested change curve, developed by Elizabeth Kubler-Ross is often likened to a rollercoaster which, for many, is not something enjoyed. So what can we do, as leaders to help others through change? Here are six tips to help us in an easy-to-remember CHANGE acronym.
C – Coach
If our teams feel they’ve had some involvement in the change rather than feel as if the change is being “done to them” and if they feel heard, they’re more likely to come on board.
So, to take on more of a coaching role, we need to listen more and ask open-ended questions. Questions such as
- “What would it take to make this work?”;
- “How would you approach this?”;
- “What support do you need to get through this?”
H – Be Human
The change curve reminds me that people aren’t being difficult if they react negatively to change, they’re being human. Therefore, as leaders we should acknowledge those feelings and create a safe space to talk things through. We can do this by:
- Checking in with our teams to understand their concerns. Ask “How are you feeling about this change?” And if you’re met with the stock answer of “fine”, ask “How are you really feeling?”
- Reassure them that any emotions are normal. Sometimes simply stating “I can see this has really affected you” or “I understand that this is important to you” helps people to feel heard.
- Share how you’re feeling about the change to show relatability. This can be tricky as we don’t want our conversations to fall into a negative spiral. It can be difficult to keep morale high when we aren’t feeling good about things ourselves. But sometimes we need to focus on moving forward in spite of our own feelings. Sometimes we need the space to work through our own emotions before helping others. Remember the oxygen mask analogy – put your mask on before helping others.
A – Ask Powerful Questions
Linked to the Coach element, we don’t have all the answers as leaders but we can ask the right questions to help raise concerns and move people forward. Examples of powerful questions include:
- “What opportunities might this change give to you?”
- “What’s one thing we can do to make this transition smoother?”
- “What would it take to make this work for you?”
N – Navigate Uncertainty
Change often brings ambiguity, leading to resistance. As leaders, we can provide clarity by breaking down complex changes into manageable steps.
Clearly explain why the change is happening and how it benefits the team. If you’re being asked to communicate a change and you haven’t been told the “why”, ask for it. Go back to the senior team and say “I want to get my team on board with this and in order to do that I need to give them the rationale behind the change, what can you tell me?”
Use transparent language to reduce uncertainty. Too often, in times of big organisational changes, we hear phrases such as “We’re working towards becoming more agile”. What does that mean in practice? If you need to make some redundancies, tell people this. Don’t be afraid of being clear and direct.
G – Growth Mindset
Carol Dweck’s work on growth mindset is a great approach when leading through change. This is where we view challenges as opportunities rather than obstacles. We can do this by reframing setbacks as learning opportunities. Give people the time to talk about the setbacks but then ask “what can we learn from this?”
E – Empower Ownership
As mentioned above, people are more likely to embrace change when they feel in control and can take some ownership. It can help to remember that we need to focus on what we can do rather than worrying about the things we can’t control – both for ourselves as leaders and when helping our teams.
