How are you and your people doing with the whiplash pace at which change is moving through our business world? The amount of change can boggle the mind, if you stop for a minute. But who has time to stop?
William Bridges Transition model uses a holistic lens that can help leaders and their teams adapt to new developments. When something new starts or something old stops that is called change. More complex is transition: a "gradual psychological process through which individuals and groups reorient themselves so they can function and find meaning in a changed situation," according to Bridges.
So, his three-phase model begins with the Ending and what we lose. Eventually teams move through the Neutral Zone (not all at the same pace, I should note) and ultimately the New Beginning.
Leaders can play an active role in helping team members by:
• Clear vision of the 'why' behind the change
• Honest acknowledgment of what's difficult
• Frequent communication about progress
• Permission to adapt as you learn
The executives who succeed in pivots don't just communicate the strategy—they model the adaptability they need from their teams.
The next time you announce a change, pause and ask yourself: Am I just explaining what's different, or am I helping my people process what this means for them? The leaders who master this distinction are the ones whose teams actually execute through uncertainty.