After the first two stages of transition management which I wrote about last week, there are three more stages. The third stage is called “In the Neutral Zone.” While the endings are uncomfortable and difficult in stage two, the in-between time can just feel weird on one level. In simple terms, the old ways of doing things are gone, but the new way is not fully operational. In essence, people feel caught between what was and will be. As a result, anxiety rises.
The most common behaviors one will see in the neutral zone are people becoming self-protective, and focused on just coping day to day. Old problems resurface, and people can become polarized. This happens, I believe, because leaders send mixed signals about change and people are worried about what is coming next.
When meeting with leaders during this stage, I regularly explain that listening in a respectful manner is very important. In particular, listen to understand rather than to respond or defend. Furthermore, try and understand how they are seeing the process as a follower rather than how you are seeing it as a leader.
As for yourself, recognize that the role of the leader may change as well. Be prepared for this depth of work by asking yourself this question: What do I need to let go of?
The fourth stage of transition management is called “During the New Beginning.” Here leaders and followers focus on the outcomes, not just the details. Key performance indicators become very important. Leaders need to reward new behaviors and attitudes and remember that people are trying out new behaviors and perspectives. Understand that followers may have different needs than leaders as they discover new identities and a new sense of purpose. They may even rediscover the original mission or purpose of the organization.
The fifth and final stage is called “After the Transition”. Most leaders do not pay attention to this stage because they are focused on getting on to the next change. The best leader recognize the importance of this stage and always do an after action report and/or lessons learned debriefing given all that has happened. Margaret Wheatley in her book, Who do We Choose to Be? Facing Reality, Claiming Leadership, Restoring Sanity (Berrett-Koehler, 2017), explains that the core elements of an after action report (AAR) are the following:
- Priority is given to the process. No matter what, time is made available to learn from the crisis or situation.
- Everyone who was part of the action or crisis is present and expected to contribute.
- Rank and hierarchy don’t matter: it is acknowledged that everyone has something of potential value to contribute.
-The process is disciplined. Specific questions are asked in order. Facilitation is needed to ensure that only one question is answered at a time and that each person speaks without being contradicted or challenged.
- Learnings are recorded in some form. They are available as lessons learned for the benefit of others.
- The value of learning is visible in consequent actions. People feel smarter and gain confidence that they can deal with the next crisis.
As she continues, the four questions of an AAR (to be asked in this order) are the following:
- What just happened?
- Why do you think it happened?
- What can we learn from this?
- How will we apply these learnings?
This week, review the final three stages of transition management. For more information about managing transitions, read the following book: Bridges, William. Managing Transitions: Making the Most of Change, (Da Capo Press, 2003). I also encourage you to conduct an AAR so people learn from the past rather than repeat the same problems from previous major change cycles.
Quote For The Week: “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” - John Quincy Adams
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