When people react negatively to change oftentimes it’s the losses (perceived or real) and endings that generate the reaction. People do not experience loss in a uniform or predictable way. Some may not experience a change as a loss at all, where others may experience all change as loss. As leaders during a change it will be essential to understand loss in order to deal productively with it.
In the following article these topics are discussed in detail:
A sense of loss can become disruptive to an individual and the business if it is not handled adequately. Trying to understand different reactions will go a long way in building a foundation for a smooth and productive transition.
It is important to identify who could potentially be experiencing loss during a change. Some changes may be easy to identify – a leadership change, a departmental reorganization, implementation of a new computer system– all of which could cause losses, perceived and real. Another way to consider loss is to try and answer the question – who has to let go of something? For example, a person’s reporting relationship changes. They now have to let go of their relationship with their old manager – and some may experience that as a loss.
Think of change in the context of a chain of events – one causes another, which may cause another, which in turn may cause another, and so on. For example, that change in manager may be one loss. A perceived loss based on that may be chances for promotion. It doesn’t mean a person’s chances for promotion are really lost during a manager change, but the person may feel that way – at least temporarily.
One way of having individuals identify their own losses is to have them answer the following questions for themselves.
Every person will not consider that everything on their list a loss, but it will give individuals a chance to put words to the emotions they may be feeling.
Once losses are identified it is important to acknowledge them. Some may feel that bringing this type of emotion into the open will cause people to lose focus on the job at hand. In truth, pretending people aren’t experiencing loss or transition pains will actually drive the emotions “underground” and cause even more loss of focus in the end.
Reacting openly and empathetically to another’s loss will encourage that person and give them the freedom to move forward. An important part of this is to accept what another says without arguing about it. Since loss, and perceived loss, is subjective, it will serve no purpose to add your subjectivity into it. For example, let’s say the “Loss A” for someone is losing his or her current manager. “Loss B” is loss of promotional opportunities. Instead of arguing with another about whether or not Loss A could lead to Loss B, it might be better to express understanding: “I can see why you think Loss A could lead to Loss B”, and then show them the possibility that it might not. You can do this by using personal experience if it is relevant here, or for this specific example, through reemphasizing the criteria for promotion and showing them how much is within their control. Remember to focus on showing them the two losses aren’t necessarily related, not that Loss A couldn’t lead to Loss B but that it probably won’t and why.
Always start out by expressing your empathy. Unless you have been through the exact same thing though, stay away from “I know exactly what you’re going through.” Try “I know this must be upsetting for you.” Or “I can understand why you might feel this way.” Showing empathy allows you to continue a dialogue rather than falling into the “point/counterpoint” of an argument.
Many times we think people are overreacting because they are reacting to something more than we are. We may also be uncomfortable with open displays if we are the type that keeps things to ourselves, and therefore may label any open reaction an “overreaction”. It is important to understand our place in this before labeling others.
Sometimes people “hyper-react” or “overreact” to a change because it reminds them of a change that happened to them in the past that wasn’t handled well, or the change might symbolize something larger to them than what is actually announced. In both cases, the reactions can be viewed as signals to look for the loss behind the loss. Understanding the loss that is the cause of the reaction will help you decide how best to help this person through the change.
In helping to identify potential losses and acknowledging them, each person can work through their loss productively. One way to help people deal positively with their sense of loss is to encourage them to say good-bye. This becomes especially important when people are part of the loss – someone leaves the team as part of the change, customers are no longer customers for this individual, even if they are someone else’s in the organization. Either way, the chance to say goodbye will give people the freedom to move productively through the change.
A “Good Good-bye” can be as simple as getting together as a group and reminiscing about “old times”, toasting each other and wishing each other well. If a face-to-face gathering isn’t possible, the event could be a final conference call with the same agenda.
Saying good-by to a customer can also be accomplished simply, without elaborate details. It may also be a good opportunity to bring along one’s replacement to introduce them and help them gain a foothold. This not only gives you a chance to say good-bye (perhaps in person), but also guarantees that service to a good customer is not interrupted.
Once people are dealing with their losses they will be ready to move on through the change. Encourage people to focus on what skills they possess that will lead them to continued success. Whatever their skills, it will be important to remind them of what they are not losing. It may also be worth having them imagine, and discuss, potential professional gains that might come about because of the change. Depending on the feeling of loss, however, some may need a little more time before they can see potential gains, but it is a good conversation goal.
A sense of loss can become disruptive to an individual and the business if it is not handled adequately. As a leader, and a manager of people, it is important to pay attention to those who work for you. Their actions and reactions will give clues on how to proceed. Treating each person as an individual, showing empathy and trying to understand his or her reactions will go a long way in building a foundation for a smooth and productive transition.
©2007 Beth Banks Cohn Banks. All Rights Reserved. Do not copy without permission.