Change is on the Horizon
“Leaders are entrusted with keeping one eye on the horizon and staying present to what’s happening right now.”
Laikipia County, Kenya, 2024 by Libby Wagner
Recently, I was fortunate enough to enjoy a trip to Kenya. Each morning began with a game drive at dawn, and we were off with our guides to see if we could find lions, leopards, or zebras. What a trip! I don’t know if anything prepares you for Africa and the wide expanse of horizon, truly as far as you can see.
Horizons are . . . out there, right? Leaders are entrusted with keeping one eye on the horizon and staying present to what’s happening right now. It’s a tricky, exciting paradox to inhabit, especially while facing constant change. How are you managing?
Consider, first, that there are two primary types of changes that organizations face:
Internal changes. These are changes that are instigated on purpose from within. This might look like a restructure, a reorganization, or a refocus. You might have a new team member, a new software tool, or a new office design.
External changes. These are changes to which you respond, which can be unpredictable, unwanted, or shocking. Think market crashes and global pandemics. You didn’t pick this change!
No matter where the change originates, there are three ‘Zones of Change’ leaders need to recognize to coach teams effectively:
1. The Emotional Zone: When we first hear about a change, we have an emotional response: What? What does this mean? How will this impact me? Why is this happening? What will I do? Even if this zone lasts for a very short time, it happens. There’s an uncertainty that can range from curiosity to annoyance to doubt to fear.
What can you do? Normalize emotional responses by demonstrating empathy or acknowledging what might be happening. Say, “Of course, this is unsettling (strange, stressful, etc.); we don’t know exactly how this will turn out.” Empathy deescalates.
2. The Reflection Zone: Once we acknowledge and accept that the change IS happening, now what? In this zone, there’s a lot of brainstorming, doubting, excitement, concern—basically, messiness. We are navigating some of the unknowns and trying to find a path forward. We want and need people to be invested and involved, and we don’t want them to opt-out or sabotage progress.
What can you do? Invite people to be part of the change. Remind them of the overarching purpose or goals. Reconnect them to the mission. Answer questions as you can, but be transparent if you cannot. Stay connected so that people don’t get discouraged and give up. Make a clear plan.
3. The Commitment Zone: You’ve got a plan, and now you’re taking action. People are moving into their new normal and implementing the changes. There may be some lingering doubt or a renewed sense of purpose and excitement. You may have stragglers that move back to Zone 1, concerned about whether the new changes will be doable.
What can you do? Encourage, assess, and listen. Celebrate even small wins toward progress, recalibrate when necessary or you notice something going off-track, praise progress, evaluate the efficacy of the new changes, and affirm the team’s resilience.
Remember that everyone goes through each of the zones, even you! It makes it interesting when people are in different zones at the same time, so one size does NOT fit all for navigating change, and you have the opportunity to demonstrate your own flexibility and resilience.
Want to Build a Better Team? Reach out for a quick call: libbywagner@libbywagner.com
