I have seen countless organizations navigate change as a performance coach. It is important to manage change well, not only during the process, but also after the change. The aftermath of any change in an organisation is often overlooked, but it is still a vital part.
Reframing Change & Adopting a Mindset Shift
Change is deeply personal. It can be a shock to the system and how we see ourselves in it. Even the most experienced professionals have responded with initial denial or opposition – this is a normal human reaction. My clients often express a deep sense of loss. Not just about their familiar working methods, but also about their support system and perceived choices.
What I want you understand is that what we call “change” can be better described as an evolution and opportunity. In my coaching, I have observed that people who are able to thrive in times of organisational change are those who adopt this new mindset.
The workplace of the future will require fluid, fast-paced teamwork. I help organisations transform traditional groups, those fixed hierarchical structures, where leaders only give directives, into dynamic teams that are action-focused and where ideas can flow freely. This is crucial to survive in the business world of today.
Types and types of change
Change usually manifests itself in three distinct ways. The first is shock change, which is an unexpected disruption that requires immediate action and does not allow for planning. Evolutionary change occurs over time and is often so subtle that it can only be recognized in retrospect. Then there is strategic change. This is usually initiated by the leadership in order to achieve certain organisational goals and competitive advantages.
We teach the BRAIN tool, a powerful framework introduced by Laura Thomson-Staveley of Wishfish. It’s vital to take into account the following when managing a change for a business or an individual.
- Benefits: How can this change benefit you?
- What are the possible pitfalls?
- Alternatives: Other approaches that we could consider
- What is your gut telling you?
- Nothing: What will happen if we keep the status quo in place?
It is important to distinguish between transition and change. Change is external: the new office, new manager, new procedures. Transition is an internal process – the journey that we take to adapt to change. William Bridges said, “It’s not the changes, but the transitions that get you.”
Reacting vs. responding
I help my clients understand the difference between reacting to change and responding. Reacting is automatic, as if there was no other choice. Responses are thoughtful and proactive. Three key elements are required to make this change: self-awareness, emotional intelligence, and mindfulness.
As a basis for my coaching, I use Daniel Goleman’s four pillars:
- Self-awareness – Understanding your own emotions, triggers and feelings
- Self-management: Controlling disruptive impulses
- Understanding others’ perspectives and feelings
- Relationship Management: Building and Maintaining Trust
The STROKE Checklist is designed to make sure teams and leaders follow the steps that are essential for clarity in a project or task.
Consider the following:
- Scope: Define clearly what you are doing, stopping and starting.
- Understanding your goals and purpose is the first step.
- Clarify who is responsible for what and when
- Outcomes: Establish clear success metrics
- Keep in touch: Open communication channels
- Celebrate and acknowledge progress
After the change
After a change, the real work begins. It’s normal that some people take longer to adapt to change than others. It’s important to create an environment in which team members can feel supported on their transition journeys.
I have seen how traditional hierarchical teams are replaced by more flexible, responsive ones in successful transformations. Transparency and politics are boosted by great changes. As team members are empowered to share ideas and make decisions, the pace of innovation increases.
Adaptability is not just about surviving a change, it’s also about thriving in it. It is the ability to recognize and react to changes, regardless of how unexpected or inconvenient they may be. I have found in my coaching career that teams who adopt this mindset outperform their opponents.
Organisations that are able to evolve rapidly while maintaining team cohesion, purpose and unity will be the ones who have a bright future. My role as a coach is to guide clients and their business through this transformation, turning challenges into opportunities for development and growth. It’s not a question of whether or not change will occur, but how well you’re prepared to adapt when it does.
In this new era, success requires a delicate balancing act between stability and fluidity. It is important to preserve what works while remaining open to new opportunities. It’s all about creating an atmosphere where change is not just managed, but welcomed as a catalyst to growth.
