Change can create ripples or waves

There is no doubt that change can cause ripples or a sense of choppy waters and waves when announced. And this week we are seeing this in real time with the events of this week and results of the election causing waves globally. So what do you do when the emotions run high and the emotional response to a change is overwhelming for those who are impacted?

1) Allow the dust to settle:  When there is a surge of emotion it is best not to engage in the noise. Observe it, sure, acknowledging that there may be unhappiness and celebration potentially as part of the change is the best approach. What NOT to do is ignore the emotions and pretend that everyone is on board. This is inauthentic and starts degrading any trust that may have been built leading up to the change. It is ok to acknowledge that not everyone may be happy, and to provide options for individuals to provide feedback.

2) Have a leadership presence, adequate support and check in's available: The most effective change actions to take when emotions are running high is to have leadership presence and ways in which people can engage in the discussion if they wish. When considering restructures and operational changes where people's roles may be changing, having optional sessions for questions and touch bases will be appreciated greatly. Even if the offers aren't taken up, the fact that they exist and are available will be appreciated. You may also want to invest in an independent support channel such as a confidential counsellor or similar who can be present if people want to get some support from a professional. Remember in those instances that the confidentiality of those services is critical.

3) Refocus the conversation to things that haven't changed and one the way forward: Soon after announcements or if there seems to be a lot of disruption or uncertainty, you can focus on what HASN'T changed. When announcements are made, and emotion runs high, after a day or two, an anchor of certainty needs to be dropped. If you leave the emotional run too long, it has potential to spin out of control and generate conflict or even to have mis-truths appear about the change if the void is not filled with facts and focus. If there is a lot of change being rolled out list out the things which will remain the same. If everything is being changed in the team, yet there is still work to be done, focus on the tasks at hand that can be completed but also give grace and space for reflection to take place. It's a balancing act until more certainty can be provided. 

4) Don't take it personally: If you are the leader of a change and emotion is directed towards you, or you are the change practitioner working on the change, be empathetic but don't take all of the emotions on. At times, because of people's personal circumstances they can become resentful or play a blame game, or paranoia and conspiracies can be shared. Leadership means being the front person for not so popular decisions and being ok to stand up and steer the ship. To be able to lead well, the need to be centred and be the calm in the storm is ever-present. Self-care strategies may also be needed for yourself.

Try some of these things if you find the response to the change is significant. Remember never ignore or discredit the sentiment of those who raise issues or have an emotional response. In fact the more you listen during that time, there may be some risks being expressed that you may need to mitigate.