Tactics: Listen to what people say, make eye contact to assess the stress or emotion they may not be able to put into words, and take the opportunity to comfort and support them more fully, whether through coaching or simply a kind talk.
TweetShareShare “I wish I’d taken more psychology courses in preparation for being a manager and leader,” I said to a fellow Director recently, echoing what I’ve said many times in the past. We were puzzled over a common situation — how do you figure out why a highly talented, highly motivated person is stumbling? Even at a place like Google, filled to the brim with overachievers, we regularly see people struggling to succeed.
“Alana sometimes expresses her thoughts in curt ways that can give the appearance of her not caring about what I’ve shared or how I feel. For instance, when I talked to her about how an occurrence had created setbacks to my work and how this occurrence had made me feel discouraged and negative, she didn’t seem to grasp that I needed someone to listen and sympathize for a moment.
“I think it would be awesome to see Alana leveraging her experience and style to coach leaders and maybe perhaps, specifically, female leaders across Alphabet. She has the tenure, the historical and cultural context of what works well in Alphabet’s culture but also has the proven track record of how to lead people and organizations with humility, transparency and tenacity.”
Extremeness So what’s different about extreme change management? Extreme emotions.
The more practical takeaway? Set up any training or assistance to occur over weeks or months. If you only have meetings or events in the first 1 – 2 weeks after a change hits, you’ll miss the people who need longer to recover. Also set up multiple ways for people to process change: individually, in in group settings, via counselors, via their managers. You’ll tap into the different ways people process change and help them move through the change curve better.
3. Be as transparent as is helpful. At various time during these org changes, I knew in advance more than my team did about what was going to happen. It can be hard and even stressful to know things when my team, especially close co-workers, didn’t know their roles would change or be eliminated.
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