Whether the leaders you are coaching agree with the changes or not, the fact is they are now leading through a season of transition. It is a delicate time for people and scary for many. The changes ministry leaders face now are not just political, but cultural, technological, legal, and ideological. It can feel like the world is moving at a breakneck pace. Here are some ways you can help them lead well through whatever kinds of change they are most experiencing in their places of ministry.
5 Principles to Help People Lead through Transition
1. Check in often—and a lot
All change–even positive change–comes with loss. Even when what’s ahead might be better, people naturally grieve the loss of what was familiar. The Israelites had all sorts of excitement and energy as Moses led them out of slavery. However, after a time on the road (in transition) they longed for the familiar rhythms of Egypt.
It is important to acknowledge the loss people feel. Dismissing it will simply create resistance. What people are feeling is valid, and the best way to help them move into the future is to validate those feelings. Make sure people feel heard. Before jumping into the future, help them take a beat and connect with how the changes affect them and those they are leading. Remember that people process in different ways and timeframes—check on this regularly.
- How does this change affect your rhythms? What about the rhythms of those you are leading?
- How might your feelings about the changes influence your decisions?
- In what ways are you helping others to process change?
2. Get more voices in the room
During times of change, the natural temptation is to circle the wagons and protect what you have. However, put yourself in the shoes of someone who has change thrust upon them with no say in the matter. People naturally move into a defensive posture rather than one that is forward-looking and open. While it might feel inefficient, the best solutions come from listening to a lot of different voices, including those of diverse perspectives. The conversations bring confidence in the motives behind changes. They can help build mutual understanding, excitement, and support for new initiatives.
- How well does your executive team represent your community?
- As you move forward, who will be affected by your decisions?
- In what ways can you invite them into the conversation?
3. Keep the mission clear and central
During times of change, it’s easy to get distracted. You can easily slip into response mode instead of being proactive and on mission. “What will we do now? How can we protect what we have? How can we resist this change?” If you are asking these questions—or hearing them from others—it’s time to realign with your mission.
- How do these changes affect your mission, vision, and values?
- In what ways might you update your goals to show awareness of the transitions while staying true to your mission?
- How are you helping others focus on the big picture of your mission?
- What are you doing to assure bandwidth is used on what is really important?
4. Try new things
Think about it—there is always something in the “old” that was holding you back. Maybe it was a traditional event that took up significant resources for little result. Or a familiar but clunky process. The point is there is always room for improvement. Even negative changes present us with opportunities to improve. If ever there was a time for a “Comments and Ideas Box” this is it.
- Look at last year’s event calendar, which events really moved your mission and vision forward?
- How can other events be adapted to move your mission and vision forward?
- What can you do to invite others to share their thoughts and ideas?
- What does this situation make possible? What might make this the ideal time to try something new?
5. Don’t get ahead of yourself
Change is fast; transition is slow. The leaders you coach cannot make their period of transition end faster. You will lose people jumping from the “old” into the “new”. During times of transition it is important to consider new rhythms like beta tests. Transitional rhythms should be temporary and stay flexible and adaptable. Don’t roll out the “new” until kinks and bugs have been worked out.
Another way leaders get ahead of themselves is by casting vision and getting people excited without having a way for people to participate. Make sure every communication comes with readiness to take action. If there is not a way for people to jump in and help, delay corporate communication.
- What can you do to stay flexible and adaptable in this season?
- By what metrics will you define success of the “new”?
- Through what avenues will you learn about kinks and bugs as you set up new systems?
- How can you work to ensure people feel involved and valued during times of transition?
By encouraging those you coach to do these five things, you can help them lead their people through a season of change more effectively. They’ll avoid the common pitfalls of people feeling unheard, uncared for, or rushed. They’ll be more willing to take risks and try new things–some of which may work surprisingly well. And most importantly, they’ll be able to keep the focus on the mission, which is essential during times of change.
Have you read this?
You can determine the need for change, discern a preferred future, and come up with a great plan but your success is in the hands of the others. How you lead others through times of transition is critical. If you haven’t read Managing Transitions by William Bridges, now is the time to do so.
As a coach, you have tools to help others raise their capacity to manage change. Check out these coaching resources at LoganLeadership.com: Change Management Coaching Guide and Storyboard, Change Management Effectiveness Profile, Change Management Skill Builder.
Cover Photo by Ruiyang Zhang