With a new government coming into power in the US, it’s been a big reminder that sometimes, things happen in our world that can have a direct impact on us and the organisations we lead and work in. Although we think we have some idea of what might happen, the reality can prove to be different and catch us unawares.
For organisations, as well as the example of a new and very different incoming government creating a ripple effect, this type of change could include anything like the introduction of new industry regulations, technology shifts or changes in trade policies by other countries as well as climate or weather-related disruptions. Or indeed a pandemic.
When this type of change materialises, we hear words like ‘uncertainty’ being used more often. For leaders, who people often turn to for answers, it can feel stressful as they try to create clarity from what’s happening. They need to make rapid decisions and introduce shifts in their organisations that will bring the right results in the face of this emergent change.
When we’re facing this type of emergent change, adaptability and resilience are key if we’re going to lead ourselves – and others – through it and it demands a different approach from ‘standard’, planned change.
Here are four things I’ve observed in several leaders recently who have been facing this type of change, that might help:
Think about your leadership role
Leaders who are used to top-down approach often expect their teams to adapt first when facing emergent change. There may be a few reasons for this:
Strategic, not adaptive – leaders often assume that their job is to direct and provide stability, while their teams deal with execution and adapting. So, they may assume that employees need to be the ones who need to adjust to uncertainty (and not them).
Staying in control – dealing with emergent change well needs flexibility and experimentation and often shared decision-making. If leaders are used to being THE decision-maker, stepping into that space of uncertainty can feel very different, uncomfortable and risky. So instead, they focus on their teams adapting first while they maintain that position of authority.
Remember that emergent change is different – in many standard change management approaches, a plan is created by leaders or a project team and then it’s implemented by employees. The unpredictability of emergent change doesn’t follow this pattern – everyone, including leaders, has to adapt together.
Understand how tricky it can be – emergent change can be emotionally and mentally challenging for leaders and it can feel overwhelming to get the organisation stable (and keep it that way). So, it can sometimes feel easier to default to familiar ‘command and control’ methods and leave the ‘adapting’ to their teams. Leaders don’t recognise that they need to shift too.
But real progress comes when leaders – like you - actively engage in the change process so they’re modelling adaptability rather than just directing it from above. In your leadership role, if you’re encouraging your team to invest in coaching or team-building support ask yourself what benefit you might get from that, too.
Try experimenting instead of planning
In fast-changing environments, a test-and-learn approach can be a game-changer—especially when plans and pre-determined outcomes could be tricky. When budgets are tight, it might feel that experimentation is a luxury, but this is exactly when thinking differently and creatively can lead to solutions that could shift your organisation in ways you’ve not thought about before.
Draw on your network and team
You don’t need to have all the answers. Tap into the expertise around you—ask for support, listen, and adapt. And, if you can work on building a culture where people feel safe to speak up and share ideas, you’ll get some different and possibly unconventional thinking that can drive real change.
Don’t do it alone
Leading through uncertainty and rapid change is personally demanding. Trying to navigate it alone can feel isolating and can be a very lonely place.
But if you put time and effort into strengthening your support networks — both inside and outside your organisation — you’ll get fresh perspectives, opportunities highlighted, reduced stress, and get your thinking challenged in different and very valuable ways. The right connections can help you see opportunities too.
All this can help you build your resilience as you go.
These are just a few things I’ve spotted – what else would you add?
If you’d like to explore how you could better navigate emergent change in your organisation for yourself and your teams, get in touch.