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We Ignore Individuality in Workplace Change. That’s Our First Mistake

I’ve been told that I’m not the best role model concerning change. To be brutally candid, I agree with the characterization. I tend to balk at the mere whiff of a change — holding on to hope that it won’t come to pass. (Then adjusting my course will not be necessary.) Honestly, it’s a problem. I do come around. However, I need to go through the paces in my own way.

As you may have read in this post, many of us can struggle with even the smallest of changes — muddling along until the “new normal” finally appears. Until that moment, we might feel annoyed and completely out of sync. I think we all have a ratio of stability vs. change that feels comfortable at that moment. (I feel stability is a vastly under-rated quality in work life).

For better or worse, my “go to” reaction is to keep things frozen, until carefully considering every aspect of the situation.

Unfortunately, holding time at bay usually isn’t an option.

Regardless of my failings, I acknowledge the value of flexing our workplace “change muscles”. However, knowing ourselves is likely the first place to begin when building this skill set. I believe that we all have a leading predisposition when faced with change at work — and this represents both our collected experiences and temperament. Of course, this influences our strategies when reacting to change as well. That’s where things get tricky.

We need to come to an understanding of where we begin and recognize how this affects our responses going forward.

If you manage others, think of what this might mean for your team. When facing a needed change, as individuals we are staggered in our starting posts, so to speak. As a result, we progress at different rates — with varying concerns. Managers are challenged to explore these concerns and pose strategies to help the process move along (ever mindful that resistance could signal issues with a change or how it is introduced).

Overall, the realization that we tend toward one predisposition or another, is a crucial step. We might moderate slightly with the nature of the change — but we all lean one way or another.

Here are some of the predispositions I’ve observed over the years:

  • Piners or Grievers. These individuals lament the coming of change, even when it is inevitable or necessary. They may grieve for the roles, policies, procedures and co-workers of days gone by. They do move on eventually — but often with decreased fulfillment, satisfaction and an obvious measure of sadness.
  • Researchers. An unbridled penchant to gather information is the leading response for this group — as looking at the issue from all angles often helps them move on. Unfortunately, a leading by-product is “analysis paralysis”. Another issue: time may not be a negotiable. (This would be where I fall, although I pine at the very start.)
  • Supporters/Embracers. These individuals are generally open to change and feel excited to contemplate the future. They may not always be the primary driver of change (but could be), yet are happy to see the possibilities and help things move forward.
  • Alarmists. For these individuals an impending change triggers intense feelings of urgency. This could lead to premature or risky career behaviors that negatively affect them longer-term. (Such as quitting on a whim, etc.)
  • Dreamers. This group always manages to see the best in the current situation, even when there is overwhelming evidence to move on and accept some kind of change. (I would add there is a mild level of complacency operating here). Because of this perspective, they might miss opportunities to properly plan a place for themselves in the new “order” of things.
  • Observers. Usually quiet and calm, these individuals take a solid “wait and see” approach. They rarely panic — and prefer to watch things unfold organically. They might superficially support the change, but may eventually exit if the change is perceived as negative.
  • Aggressors or Terminators. These individuals feel anger when they are faced with an unexpected change. They may become a strong “naysayer”, vehemently opposing a change and could exhibit negative behaviors without reflection.

After I drafted these, I searched for other frameworks that might capture how we process change. I happened upon the Kubler-Ross Change Curve which applies the seminal model of Elisabeth Kubler-Ross concerning grief, to change efforts within organizations. (This theory states that we all move through specified phases when dealing with change, rather than identifying a leading emotion that we deal with over time.) I thought it wise to mention it here.

Where do you fall? Have I missed your leading orientation toward change? Share your style in comments.

A version of this was first posted on Linkedin.com

What’s Next in 2017? It’s the Year to Master the New “Normal”​

Our beloved Krups coffee maker decided it would brew its last wonderful cup of coffee this week. That might not sound like much to you. However, I assure you — to the finicky beings that are my taste buds, it is. I loved that coffeemaker. Each day it brewed the perfect cup of coffee that would sustain me through many a morning meeting or assessment report.

However, I had no choice in the matter. Done. Kaput.

So, I reluctantly charged off in search of an identical replacement. The same machine was no longer available. (What? Really? Why have you messed with success?)

Change is hard. Even the small ones.

When change unceremoniously arrives in the workplace — all sorts of havoc can ensue. A little like my coffee machine dilemma, we’re not often consulted when these changes occur. Whether you are absorbing an industry shift, anticipating a new boss, a revised performance rating system or company-wide reorganization, change is always challenging. (I’ve been there. I’ve lived through lay-offs, sudden resignations and client shake-ups. I’ve also helped teams move through these very same challenges.)

Embracing change is another story — and this is difficult for most of us. On some level, we feel a bit entitled to the status quo (see more on that here), which can create real career obstacles for us.

So, let’s try a different strategy:

The New Normal: The current state of being after some dramatic change has transpired. What replaces the expected, usual, typical state after an event occurs. The new normal encourages one to deal with current situations rather than lamenting what could have been.

On some level, we simply must construct — or wait for — that “new normal” to emerge. So, while you are waiting for that “new normal” to unfold, here are a few things to consider:

  • Build resilience. Modern career paths require the ability to “bounce back” after change. This often involves looking at situations differently, which can be very difficult to do when under stress. Interestingly, recent research has shown that this is a skill we can learn.
  • Embrace a “Growth Mindset”. Sometimes we feel that we can’t bridge the chasm from where we are — and where we need to go. (See Jeff Immelt’s career advice on the topic here.) So adopt the mindset that you can adapt and learn. The work of Stanford psychologist Carol Dweck offers us hope. (See her TED Talk here.)
  • Embrace the need for the change. While uncomfortable, long careers demand that we appreciate and recognize precipitating factors. Organizations evolve. Customers shift. In some cases, the need to revise our course is inevitable.
  • We can maintain our identity. Remember, the qualities you personally value and bring to the table can remain — even in the midst of change. Don’t immediately assume that revisions to your work life will entirely derail you or force you to become less of a contributor (in your own eyes).
  • Try to learn more, then decide. With any change, learning more about what is about to happen can alleviate accompanying fear and anxiety. Complete a reference check on your new supervisor. Ask for the expanded explanation as to why that new procedural change is necessary. You may find a little peace.
  • Ignore the “naysayers”. The last thing you need is an individual who isn’t going to give the emerging situation one iota of a chance. Be mindful of the reactions around you and inoculate yourself against the negativity that might be spreading. It’s really not wise to borrow additional trouble.
  • Give it time. Once the changes occur, offer the situation time to settle. Some of the initial bumps that pop up do work themselves out. There is a period of “re-calibration” that must occur. Once that is complete, a clearer picture may surface. You may actually like a bit of what you see. If not, you can consider an alternative course.
  • Look for the up-side. Change often opens the door for more change — and there could be opportunities lurking there. If you have a new supervisor, for example, they may just be the person willing to listen to the pile of ideas you’ve carefully stored.

I hope you discover your “new normal” quickly. Meanwhile, our new (and improved) Krups #KM7508 12-cup programmable coffee machine sits on our counter. It has big shoes to fill.

I’ll have to admit, today it brewed a pretty mean cup of coffee.

Is change difficult for you?

How would you describe your behavior in the face of a change? What are your coping strategies?

Author’s Note: I’ll be exploring the notion of change and resilience in upcoming posts. I hope you’ll join the conversation.

Another note: This post previously appeared at my blog The Office Blend.