Creating Calm in Crisis - Evoking the Possible

I often talk about the importance of strong “Change Leadership” when taking an organization through a disruptive change. – Normally, a change that was chosen by the company leadership.

Now even leaders at the top of the house have been thrown into a change they don’t want AND have little choice about!

More than ever you need leaders who can lead with authenticity, transparency and heart!

What does that mean? 

One of my favorite articles on change is an HBR article on the Kraft Heinz restructuring. Although the article focusses on the context related to that change, the challenge is the same if not amplified amid the COVID 19 pandemic. 

Here are the main points that apply in our current environment.

Understanding the human reaction to change

First and foremost, leaders need to understand the human brain. 

Humans are biologically hardwired to respond to threats and opportunities, through two channels that trigger emotions, neurons, chemicals, and, ultimately, actions.  Basically, the Survive Channel and the Thrive Channel.  

Most major changes at least initially, represent a threat - triggering a strong survive response in the brain. The fear and uncertainty in our current situation can put all focus on protecting oneself and those they love and attention to the business and how to see opportunity is likely to diminish. 

During this COVID-19 crisis you can expect that your employees will shift to worry and fear due to the uncertainties.  You may also be there, wondering if you can hold the company afloat for this unknown period or what it will take to recover. 

When you and your team are in the survival mode, it diverts your attention away from the business. You may need to focus more on your family and loved ones, more time trying to learn and make sense of the news or finding the necessities you need at home.   I'm still looking for toilet paper!

By contrast, the Thrive channel is associated with opportunity-seeking and expansive thinking, which is the mindset that leads to innovation, creativity and capitalizing on new opportunities. The noise and disruption from crisis, can overwhelm this channel. 

Calming the Threat

So how do you calm the threat or survival mode when you don’t have the answers and don’t have control?

First, ambiguity is the greatest source of anxiety. In this situation, leaders don’t have all the answers but need to ensure that transparency is front and center. What do you know? What’s clear? What is not known?  Transparency and clarity are critical. A great example of this is the Marriot CEO who recently made an announcement on twitter to his staff and customers.  Helping people see the bigger picture of what decisions are being made now and why. Find ways to bring alignment to the underlying intentions. 

This current situation evokes big feelings. Give healthy outlets for employees to express concerns and fears. Listen with deep empathy. This is the time to put your Emotional Intelligence to work!

Communication must extend well beyond mass emails and corporate speak. It must be personal and authentic. The best leaders are visible and available. 

Evoking the Possible

Activating the Thrive mode for your organization means filling the organization with more focus on the opportunities – no matter how daunting the challenges may seem.  How can you bring about emotions like passion, pride, happiness and camaraderie?  In this way you can touch employees’ hearts and inspire people to want to engage. 

Invite employees into a conversation about how to adapt and shift during the current state. Create space for employees to look at options to innovate and thrive as we begin to turn back to something more normal. Empower each person to contribute. 

I am passionate about partnering with organizations who look to strengthen their Change Leadership, want to amp up their Emotional Intelligence in the face of change and support the leaders who carry the heavy weight in times of significant change.

 Credits: John P Kotter: https://hbr.org/2019/09/the-missing-ingredient-in-kraft-heinzs-restructuring

Christine is a certified Executive Coach who specializes in working with individuals and leaders who want to be better leaders, especially during times when the corporate environment becomes difficult, messy, and challenging. She brings over 30 years of experience working with global information technology teams for a Fortune 20 company, leading large groups with more than 200 employees working across six continents, including living and working abroad.

With first-hand experience in leading companies through significant organizational change, Christine knows that while organizational change is “the new normal,” the process is often more painful than it has to be. She works with organizations to alleviate that pain by shifting from a reactive to a proactive approach, so that the corporate leadership is better prepared to address the many issues that arise in these challenging environments. 

Contact me directly at [email protected] or book an introductory call at https://bookme.name/evocent