As we approach the end of the year and look back at 2024, it feels like it’s been a very challenging time for so many organisations and the leaders in them. I’ve had more conversations this year about navigating change and uncertainty than at any other point in the last twenty years of working in this space.
Image: Anna Tarazevich, Pexels
Whether it’s rolling out their own change programmes or trying to forecast what might be on the horizon in the next few weeks and months (never mind the next year) that could impact operations, it’s increasingly tricky for organisations.
I’ve spent a lot of time over the last twelve months working with some of these teams. They have strategies in place, plans to implement and processes set out to make change happen – often what I term, the ‘controllables’.
But these best laid plans can be scuppered when it comes to delivering in the face of the ‘uncontrollables’ – often events in the wider world like the impacts of climate change or geo-political shifts that create waves and force us to change course.
And our human responses to all aspects of change and uncertainty can be challenging too, which can be a stumbling block to progress.
These are the three areas that have repeatedly made a difference to some of the teams I’ve worked with this year:
Recognising that we are emotional beings
We are not process machines. I’ve spent a lot of time exploring and sharing what it means to be human and how that impacts our reactions and responses to change in our lives. Our brains drive our emotions and our behaviours. They are designed to scan for danger and threats, are unnerved by ambiguity and are constantly looking for familiarity and a need to predict.
Accounting for this human aspect as we plan and drive forward change, will make a big – and very positive – difference.
Recognising that connection is vital
Humans thrive on connections and relationships with others. Research from Stanford University (2014) showed that a lack of social connection is a greater detriment to health than obesity, smoking and high blood pressure for humans.
So giving people more opportunities for connection can help them realise that ‘it’s not just me’ grappling with the impacts of change. We can feel less alone in it all.
For leaders of change, understanding this need and helping to establish good foundations to help people build relationships, get clarity on their role in whatever’s shifting and establish more collaborative ways of working, will help them deal with change better.
Recognising that we’re all different
Although we're each very different, we're in fact very alike in the way we process change through very similar mental and emotional frameworks. But it can take some of us more time than others to work through this change process.
Remembering that we're all different and holding some compassion for ourselves and others can be really helpful in this situation. So, when you feel emotions like anger, fear or joy in response to a situation, remember that someone else might be feeling something very different to you and they might respond to the same situation very differently, too.
You might notice that I’ve not mentioned processes or technology. For me, successful change is all about understanding and supporting people. When we’re all facing change and uncertainty in our wider world or in our workplaces, developing our resilience and flexibility – and equipping people with tools to do this – can help make things feel easier.
If you’re thinking about how to help your teams to build their own toolkits to navigate change better or you could benefit from some time of your own to explore how you’re leading change, then get in touch.
I’d also love to know what’s working well for you, so hit reply and let me know!