Strategies for Transition

Last time, we discussed how change means transition and, in general terms, how we can make that transition smoother. There are clearly many ways you as a leader can help your organization transition. Doubtless you have some ideas percolating already. In this post, we’ll explore some specific strategies for transition.

Why This, Why Now Statements

When I coach leaders looking to help ensure a successful strategic initiative, I take them through a series of exercises to answer the question, “Why This, and Why Now?” This provides a consistent framework for them to plot a more compelling path towards an inspiring goal. In addition, it also improves clarity and communications. That’s important. You’re much more likely to get people on board with your vision if you explain why it’s so important to being making changes, and making changes now.

Ask for the Extraordinary

Not long ago in the oil drilling business, drilling for oil was a 1 in 5 shot. That meant for every well an oil company hit, four were dry. With increasing exploration costs in more remote locations, one company – BP – finally said enough and instituted a plan of “No dry holes.” They met a lot of resistance. Everyone in the industry said that this was a ridiculous expectation. But a funny thing happened. This new mantra led to new thinking and changed the way they conducted exploration including the way they studied the geology. Today, drilling for oil at BP is a 2 in 3 shot – more than triple what it was. They haven’t reached “no dry holes” (yet), but in shooting for that goal, they did something extraordinary anyway.

The psychology behind this is that it gets your staff thinking differently. When they think differently, they are more open to change. “Ridiculous” targets, when presented properly, also have the advantage of alleviating some of the stress. Since it’s “impossible” to reach them, there’s no harm in trying. Every tick higher is a huge win for the staff. As the BP story shows, simply trying to reach for impossible goals can push people outside their preconceptions and lead to greater things.

Focus on the New Beginnings

Change means transition. Transition is interpreted as loss. Both mean stress and uncertainty because we are creatures designed and wired to be especially sensitive to change. So why focus on the change at all?

Instead, focus on the goal, the benefits, and even the risks of not adapting or growing. It’s okay – and important – to acknowledge the challenges and loss of leaving a familiar situation. But don’t dwell or focus on the hardships* they will go through to get there. When the pioneers on the Oregon Trail set out, they were inspired by the economic opportunities and freedom that would come from rich farmland and wide open spaces they were walking to. They dwelled less on the risks and hardships like disease and hunger they would likely encounter – because if they did, they might never have set out in the first place.

People who pursue change of any kind are much more likely to achieve it if they are inspired by something. That positive vision of a better life spurred pioneers to take on the Oregon Trail.

You, too, can develop a “rich farmland” vision for your staff. Then, focus more on that farmland and less on the four thousand miles it will take to get there. (We will discuss what to do DURING the journey in the remaining two "truths of change”)

*That being said, always commend staff for any hard work they’ve put in already to reach that vision. It will help them continue through the next milestones.

Let’s Talk About Your Transition

Sometimes, an outside perspective is helpful when going through periods of sudden and extreme change. Contact Michael Kutner at Distilled Leadership and let us help you guide your organization through challenging times. We’ll provide the insights, leadership, and guidance you need to transition your organization to where you need to go.