We’re preoccupied with leading change, which means that we are preoccupied with our teams.
We’re paying attention to their roles, their desires, their hopes, their strengths, their anxieties. We’re doing everything we can to help each of them understand the change that’s coming and their role in that change, showing them where they will win and where they might experience loss.
We’re doing everything we can to help them thrive, with the end result being that they will be more engaged than ever and that the organization as a whole will go from strength to strength.
That’s a lot to handle!
But it’s not everything we need to handle.
Consider one of the most overlooked keys to change leadership:
The people IN the room have people OUTSIDE the room about whom they care and to whom they are accountable and we have to pay attention to them too.
These ‘outside the room’ people may be direct reports, customers, clients, vendors, even family members. But they will be affected in some way by the change happening to the person in the room.
One very simple yet extraordinarily powerful discipline of change leadership is for you as the leader to consider the constituencies of each person in the room and help them think through how to involve those people in the questions, struggles, deliberations, and solutions of the change process.
In doing this, you are serving your team members, pacing them as they deal with the rate of change, and demonstrating that you honor them and have their best interests at heart.
Put that together and you are increasing your odds for successful change leadership and an engaged, energized team.