“You know it never fails to amaze me how difficult managing change can be. Even when everybody’s up for it it’s just a struggle from beginning to end.” My partner was clearly suffering after a difficult week with our client. It seemed that everything that could go wrong had done so along with a few more things that hadn’t been foreseen by either us or the management team with whom we had been working for several months.
“I can’t see why you are so surprised” I responded somewhat unsympathetically as we sat down at a table to enjoy a well-earned beer. “You know that managing major change is amongst the most difficult of challenges that any leadership team can face.”
“Yes I know but whatever approach I take I cannot get them to buy into the need for them to change along with the rest of the organisation. It seems as if they are blind to the fact that the change impacts them as much as the rest of the organisation” my colleague’s frustration was all too evident. “They just don’t seem to accept that they need to change both individually and as a group as much as the rest of the organisation.”
It was a situation that we had faced many times before. The Leadership team’s focus was on the rest of the organisation. The imperative was to help the organisation to face up to the changes that needed to be made not to face up to the challenge that confronted them as a leadership team. The impact of change on the leadership team is often under-estimated primarily on the basis that they are more change oriented. This was certainly the case here.
“So, have you any thoughts on how we might change our approach?” I asked somewhat apprehensively given his mood. “It’s pretty clear that they are blocked as a team and almost certainly on an individual basis too. We need to find a way to stimulate some creativity to enable them to engage with more options”
My colleague nodded in agreement; his eyes drifting into the distance as he pondered the dilemma before us.
“The really interesting thing” he began after a few minutes “is that they are pursuing a really aggressive timescale when what they really need to do is to take some time out and create some space. I know that the Ops Director is concerned; his team is really creaking and I suspect that the Finance guy has similar concerns.”
“Well ok let’s use their concern as the way in. We can build on it and use it as the way to create some space. It will give everybody the chance to take stock and really think about the implications that the change has for them. Hopefully they will begin to sense the emotional and behavioural changes they need to take on.” I suggested.
“You know, if this were a systems modification we’d recommend using a sand-pit environment to really evaluate the change in a set of safe and secure circumstances – no damage to anybody but a massive learning opportunity for the whole organisation” he continued.
“So why don’t we do something similar” I suggested “call it Transition Space……”