Navigating Change:
Effective Strategies for Leading Teams Through Transformation
Katherine Hensley for
Change is stressful
Transitions bring uncertainty and anxiety regardless of how welcomed or necessary the change.
No matter the organization's size or the scope of the change, transitions also rarely go according to plan.
Transitions succeed best when everyone is onboard and engaged with the process.
the role of leadership
To combat and mitigate the stress and uncertainty of transition and keep the team focused on the right things.
- Keeping the "why" front and centre.
- Sharing relevant information as soon as possible.
- Fostering an environment of open discourse, so that team members feel comfortable sharing concerns.
- Understanding and advocating for the team in all conversations around the transition.
- Providing opportunities for the team to learn, grow and participate.
the team needs to feel a part of the process
- Modeling engaged behaviours (taking initiative, adapting to shifts).
- Focusing on what is within the team's control.
- Setting hard boundaries where appropriate.
- Making room for feelings.
- Doing something with valid concerns.
- Setting expectations for the transition period.
- Not every team is the same (or a monolith).
- Staying available/serving as a resource.
It's okay not to be okay
- Delegate some of the work of transition (like process and policy documents).
- Encourage the team to think about future issues and to work on solutions now.
- Get training secured for any new systems.
- Leverage team member strengths to solve problems.
- Celebrate wins.
- Stay focused on the why.
Planning engagement
Case study #1
Unity Environmental University
Case study #2
Turing School of Software & Design