| Organizational change is constant. There are | | | | responsibilities and dealing with the interpersonal |
| changes in business direction, leadership power, | | | | conflict that inevitably surfaces. Stage three |
| titles, responsibilities, and changes in the in/out | | | | (norming) occurs when the new team is finally |
| flow of employees. But, the transition to a new | | | | starting to function effectively which hopefully |
| leader is often the most profound because it | | | | then leads to the final, high performing stage. |
| impacts on the daily aspects of our work more | | | | As an employee, you need to keep a career |
| quickly than any other organizational change. It | | | | management perspective throughout the entire |
| can frustrate your personal career goals and | | | | leadership change process. You need to truly |
| directly impact on general organizational morale | | | | understand your full range of capability, define |
| and success. | | | | what you like to do and what you are the best at |
| So, while welcoming a new leader can be exciting, | | | | and assertively scope out a comfortable and |
| many employees will immediately feel insecure, | | | | satisfying role. If after much analysis and |
| anxious and vulnerable. This is understandable | | | | assessment, you find there just isn't a match |
| because employees are typically not involved in | | | | between your new leader's values and direction, |
| the recruitment process and have little information | | | | or if you find that your new role and |
| on which to create a sense of trust. As well, a | | | | responsibilities don't fit with your personal career |
| leadership change creates a situation where some | | | | drivers, then take the initiative to go out into the |
| people will experience a loss of meaning and | | | | world and find that right match. |
| sense of value while some will indeed gain benefit. | | | | On the other hand, if you are the new leader, you |
| No matter whether the former leader was a | | | | have a tough task ahead! It's a significant |
| well-loved icon or a hated tyrant, individuals will | | | | responsibility to lead and manage a leadership |
| feel a sense of loss and experience a void that | | | | change process. And, most often, you will have |
| creates confusion about how to realize personal | | | | only one chance to develop that strength of |
| success. People feel a sense of the unknown | | | | employee trust and respect needed to propel you |
| because they don't know the new leader. Some | | | | toward success. Now, as your leadership journey |
| individuals will perceive they've been sidelined with | | | | begins, remember that leadership change is not a |
| their views no longer counting and so they move | | | | linear process, so be sure to apply careful thought |
| into career survival mode, the pain of which is so | | | | and sensitivity to everything you do. |
| real it feels like your own personal version of the | | | | Although the "how to list" is long, I'll leave you |
| TV survival series. | | | | with four key strategies that can start you on |
| Successfully managing a leadership change | | | | the road to successful leadership change: |
| process is very important. If the transition is | | | | Create a Safe Environment |
| mismanaged, social and political relationships and | | | | Remember that leadership change creates |
| the general work environment can become | | | | vibrations of insecurity and apprehension amongst |
| dysfunctional resulting in lower morale and | | | | employees so be careful how you scrutinize |
| productivity and most likely the exodus of | | | | current structures and systems. Seek ways to |
| top-notch talent. | | | | create a safe work environment while you |
| If you're the employee, what can you do? First, | | | | redevelop a high morale. |
| know that the wild ride of emotional upheaval | | | | Be Open and Sharing |
| experienced as you move through a leadership | | | | Don't play a mystery-mastery leadership game |
| change is normal. No, you aren't going crazy! And, | | | | where you dig deep for information on the |
| just as you would when helping a friend, forgive | | | | organization and its employees yet keep them in |
| yourself when anger and pain surfaces. There is | | | | the dark about who you are, what you value and |
| no doubt, you will experience a sense of loss, a | | | | where you envision organizational success in the |
| numbness and depression that can temporarily | | | | future. You can't lead if there are no followers so |
| cripple and drain you of energy. Then as you | | | | make sure the sharing goes both ways. |
| search for your sense of new meaning in the | | | | Value Employee Input |
| workplace, recognize that in most cases, there will | | | | As the new leader, you will need the trust and |
| be continued opportunity to make a contribution in | | | | support of your employees. Acquire this by |
| your current organization. | | | | involving them in developing a new vision. |
| Next, it is equally important to understand the | | | | Sincerely listening, hearing their ideas and valuing |
| developmental stages your employee group will | | | | their past contributions will go a long way to |
| move through as the new leader creates and | | | | getting them on your side. |
| molds a high performing, synergistic team. This is | | | | Communicate! Communicate! Communicate! |
| not a linear process but rather a series of | | | | If you are going to change roles and |
| commonly known stages which can take | | | | responsibilities, explain your rationale and support |
| anywhere from one to several years of transition | | | | the employee as they strive to gain a sense of |
| to complete. Stage one (forming) occurs when | | | | new meaning. There is nothing worse than finding |
| your new boss arrives, conducts an evaluation of | | | | out your job has changed through email or simply |
| the organization and your employee skill set and | | | | being left off the invitation list for the next |
| begins to create a new team. Stage two | | | | important meeting. |
| (storming) is the process of changing roles and | | | | |