| Just when you thought you were settled in your role, something changes. You’re assigned to a new team or asked to assume a new role. You’re expected to get results even when expectations may not be clear.
When people are under stress, the picture can get ugly. The pain of change threatens productivity.
What can you do to make the most of this transitional state?
Be okay with gray. The most successful leaders understand that situations are not always black or white. Gray exists in any transitional experience. Accept ambiguity. It’s temporary. Trust yourself to navigate changes as you need to.
Understand the “why” first. Know the reason your team exists and the outcomes you want the team to achieve. Under pressure, it’s easy to jump into “action items” too quickly. Make sure everyone knows the end goal first.
Why are you there in the first place?
Clarify roles, out loud. As one team member told me privately, “I know my own role, but I don’t think Robert knows his role. No one has ever told him.” Be careful. In the absence of clarity, people come to their own conclusions about their role on the team. Clarify roles and expectations at a team meeting.
Focus forward. Help people move through change one step at a time. Keep a positive tone. In times of transition, acknowledge what’s working well to fend off negativity. Remind people why their work matters. When talking with your team or one-on-one, use phrases like:
“I know we’ll be successful because _______________.”
“We’re looking forward to ________________.” “With your help, we’ll be able to ________________.” Effective teams handle transition with ease, as something “normal.” They make adjustments as they go along — determine what they can do better or differently to achieve their common goals. Team members constantly work on their own skills, styles and collaborative approaches to get the job done.
They understand that the secret to team success requires a commitment to personal growth and improvement as well.
Mistakes happen. As with any new experience, mistakes will happen. Expect them and accept them, to a point. You can still maintain your high standards. However, you may jeopardize results yourself depending on how you respond to mistakes.
One manager became so frustrated with mistakes made by direct reports that she started doing their work. She burned herself out and created resentment among team members. Rather than taking the time to help them learn, she took on too much herself.
Identify the areas for learning and improvement that will help the team avoid mistakes in the future. Create a plan for learning. Most mistakes aren’t catastrophic and can speed learning. Don’t beat yourself (or anyone else) up. Mistakes will move you forward more effectively if you respond to them with curiosity as opposed to criticism.
Transitions will always be a natural part of work — and life. Take control of transitions when the opportunity strikes. In the long run, you’ll propel yourself and your team to greater success. PS: Personal assessments can help your team members improve communication and productivity. |
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