Nothing is more difficult to take in hand or perilous to conduct, than to take the lead in the introduction of a new order of things. For the innovation has as its enemies all those who have done well under the old conditions and only lukewarm defenders among those who may do well under the new order.
Machiavelli
Leaders have the important task to guide organizations through change. The psychological impact of change on people is the most common reason that change efforts get derailed. Leaders need to attend to both the technical and people aspects of change efforts. Common challenging reactions to change include:
- Decrease in personal confidence and loss of a sense of competence.
- Strong emotions that compromise individual’s ability to use essential critical thinking skills.
- An increased need for information combined with a decreased capacity to hear and retain it when it is provided.
- Debilitating anxiety that compromises people’s ability to perform effectively.
- Loss of energy, focus and clarity in both individuals and collectively in teams.
- Paralysis and distraction due to the amount of uncertainty.
- Frustration at the amount of time some people need to adjust to a change.
Leaders must cultivate their capacity to manage their own responses while increasing their ability to guide others through their emotional experience of change. Building personal and team resilience proactively is one way that effective leaders address the constant need for change and the ability to thrive in an ever-changing environment. David facilitates ways for individuals and teams to build resilience.
Effective leaders rely on compassion, understanding, empathy and polished communication skills to help people get through their emotional response to change so they can be at their best in implementing the technical aspects of a change effort. Leaders who craft a compelling vision for the future and manage the people challenges associated with organizational change create an engaged and invested group of constituents/stakeholders.
David provides training and coaching to people who lead change to develop these skills. Education about predictable behavioral patterns when change is introduced prepares leaders; the second step in coaching is to practice the skills of communication, patience, transparency and trustworthiness to lead change.
Leaders often know what is changing long before their constituents and can get unfairly impatient with how slowly people adjust to a new reality. David facilitates an understanding of the change process and what kinds of interventions can help both leaders and followers be successful managing change.
