Are You Ready for What’s Next?

As of today, 48 of the 50 U.S. states are ‘re-opening’. Massachusetts, one of the last to take the step, has decided to begin a phased re-opening next week.
I’m curious about what you envisioned re-opening would be like when we all starting staying home about 8 weeks ago. Until recently, I’ve been so focused on trying to master the current reality that I hadn’t given it enough thought. But now, my focus is mostly on the future.
Right now, we have Zoom fatigue and would welcome being able to focus only on work instead of our work, kids, dogs and parents. That said, we’ve settled into this way of making it work and, dare I say it, it feels sort of normal. But as our workplaces start to think about re-opening, we should acknowledge that re-opening won’t put an end to leading through disruption. Going back to our workplaces is going to be disruptive all over again. Soon many of us will be pulled from our current uneasy normal into the next one. Who will go back first? When will I go back? How will that be determined and how do I help my team manage all of this?
In addition, when we go back to our workplace, they won’t be the same place we left. Some, perhaps many, of our colleagues will no longer be working. We may have to go through screening on top of badging in to get into the building. Only a small percentage of us may be allowed in our offices at any given time. Hand sanitizer and overnight sanitizing will be de rigueur. And, how exactly will we all have socially distant meetings in some of those small conference rooms?
When you’re leading your teams through this next transition, remember that you have some resources and tools to rely on – like our 10 Tips For Leading During Disruption. It won’t be leadership as usual when you walk back into the office. There will be new and different challenges. When you find you need support, reach out and let us know how we can help you.
“Edith is working with us during a pivotal time for our company. Her pragmatic approach, ability to understand our business and people, along with her deep expertise in leadership and change make her my go-to call for critical, highly-visible initiatives.”
— Marcus Tgettis, most recently Vice President of Talent
Sage Therapeutics

Silver Linings of Covid 19

We are about a month into widespread WFH (work from home). As people tend to do during significant change, we notice the things that we are missing – our favorite lunch restaurants, seeing colleagues and friends without social distancing, and the opportunity to go to the office.
During my conversations with a number of leaders over the past couple of weeks, it’s been interesting to hear about some of the positive impacts the new way of working is having on them and their teams. They are simple but powerful examples of how leaders and their teams are responding to challenges.  Here are a few:
  •   A much deeper connection with each other. Leaders and members of their teams are starting conversations by asking, very genuinely, ‘how are you?’ It’s no longer a throw away greeting we use with each other. Communication is more frequent and it’s not just about the work. Leaders are finding and sharing the innovative ways in which they are creating connection with their team.  One shared that he interviews a member of his team each week and shares their bio with the entire team on Fridays. He said he talks to some of these people all the time and now knows them on a completely different level. Teams are building in other ways to have fun and strengthen connections and trust – trivia Tuesday, times to share something silly they did as a child, and so many more.
  • Intentional communication. Leaders are having short stand-up meetings at the start or end of every day to talk about what’s going on, issues that have arisen and what is on the horizon. These meetings are helping teams become more united because they are continually discussing common purpose and creating greater awareness of what each other are accomplishing, struggling with, and how they can support one another. Several leaders have shared with me the frequent check-ins they have with their teams. They are asking people if they are getting what they need, what else they can do and how they can improve the way they are working together. They are hearing that their teams are communicating more frequently and effectively than they ever have. One leader uses a survey to check-in. His team gave the current way they are working a 4.9 out of 5.0 and said they need to talk about how they continue communicating and collaborating this way once they are co-located again.
  • Greater agility. Working remotely when other members of your household who are doing the same or your children are home from school or daycare, creates distractions. Learning to use meeting tools like Zoom or Microsoft Teams is new to some people and sometimes the technology is overloaded, so you can’t work as planned. Leaders and teams are being more agile in how they’re approaching the work — readily sharing best practices, calibrating expectations, creating alternate approaches in the moment,  laughing when someone’s cat walks across the keyboard, or understanding when you have to step away from a meeting for a few minutes because the 3 year-old needs something.
Even with all the positives, we are all still adapting. One area where people are struggling is how to make sure work doesn’t take over their lives (or at least anymore than it had prior to the pandemic). Most leaders have told me that it’s difficult for them and their teams to turn work off.  It’s easy to lose track of time – you aren’t catching a train, getting in your car, or seeing that everyone else has left the office. It’s just you and your laptop. You can just keep working or go back to it after dinner or before breakfast.
One solution to this challenge is to create a visual signal – for yourself and others you work with – that you’ve ended your work day.  It could be a simple “I’m signing off now” text. One leader I know has a brief team call right around 5:00 or so which has become the signal that they are done for the day. Physically putting your laptop away, shutting off the desktop, or closing the ‘home office’ door are other signals you could use.
No one is glad the coronavirus has changed our world. But we must and we are finding ways to rise to the challenge. The real silver lining is that the pandemic has forced us to become more agile in ways that will pay dividends long after things return to “normal.”
What are you doing with your teams to help them adjust, be more flexible and remain productive in these difficult times? I’d like to hear from you. Please email me at e.onderick-harvey@nextbridgeconsulting.com

What’s Next? Saving 2020

Congratulations on getting through the past three weeks! We’ve just been through the early days of the biggest social and economic disruption of the last 50 years. We don’t have a rule book, so we’ve been figuring it out as we go along.

Honestly, many of us have been focused solely on what’s in front of us, on what’s happening today and tomorrow. That’s completely normal in this kind of situation. Unfortunately, that’s not enough. These aren’t normal times. Now that we’ve started to settle in, we should be asking ourselves “Now what?”

We need to be thinking about how we will pivot to save Q2, where we need to be six months from now, and how we will be ready to succeed when we are at the next new normal. 

It’s not either focus on today or focus on what’s ahead. We need to do both – focus on today and prepare for what’s next.

Managing that balance – between today and the future – doesn’t have to be a daunting task. Engaging your team for just a few hours a week to start with will have a huge payoff. Emotionally, it will help people feel there is a greater purpose. They will have a sense of control over the future. It will also give your business a significant competitive advantage. You will be positioned and ready to restart as soon as you’re able, putting you ahead of the game.

Here are some ideas to get you started: 

1. Set Expectations. Tell everyone that we all are responsible for adapting as rapidly as possible to changes – not just as individuals but as a team and a business. Survival and future success depends on it. We are all in this together.

2. Keep Everyone Focused on the customer, employees and what they can control.

3. Engage Everyone In the Conversation. Certain people may carry through on the tasks that come out of the conversations, but great ideas will come from everywhere.

4. Set up a cadence for communication. What was your cadence up to this point for team and individual meetings. Keep that. What else do you need to add? This is a rapidly changing situation. At a minimum, daily updates, should be the norm until the pace of disruption slows down. The length of the updates can change, but the regularity shouldn’t change abruptly.

5. Ask Pivot Questions. These questions get us out of our normal way of thinking about a situation. They could be questions like:

  • What if we could start from scratch? What would we do?
  • What are our customers going to need when the economy rebounds?
  • How would someone in another industry approach this
  • Why this and not that?
  • If you were CEO /head of the business unit / functional EVP for one day, what would you do?
  • What are our assumptions? What is the complete opposite?

6. Develop Potential Scenarios based on answers to the questions.

7. Create a Regular Cadence of future-focused conversations – at least once a week for an hour.

This situation isn’t permanent. It will end, even if it doesn’t feel that way. But it will be different. You and your team should start creating that future now.

Are you ready to focus on what’s next? Do you need some help figuring out how to get your teams to pivot?

Call us at 1.978.475.8424 or email us: e.onderickharvey@nextbridgeconsulting.com.

10 Tips to Help Your Team in a Disrupted Environment

Coronavirus is creating more disruption than many of us have ever experienced. It impacts our personal lives and professional lives. It’s doing the same for everyone around us. The situation changes daily with closings, cancellations, and now, decisions to have many people work from home.

Working from home may be a new way of working for some people or old hat for others.  Either way, it’s now a reality for everyone. Here are some tips to help you successfully lead your team as they adjust to working in a new way, in a new location, in a world of disruption.

1. Reflect. how are you feeling about what is going on? How do you feel about the remote work? In times of uncertainty, your team largely will calibrate their response to the uncertainty based on your response. Set up routines for yourself to help you ‘keep calm and carry on.’

2. Show empathy. people are experiencing everything from minor concern to outright fear, not to mention disruption on multiple fronts. In addition, people may not be able to create the most productive work environment. Schools may close. They may have older relatives they need to check in on. Their ability to shut it all out may be taxed. Talk about Feelings First.

3. Move off email, communicate real time. Even in the most email-driven organizations, we see each other all the time. When everyone is remote, we don’t. Relying only on email can feel isolating. Pick up the phone. Get on Skype. Make a live connection.

4. Set up a cadence for communication. What was your cadence up to this point for team and individual meetings. Keep that. What else do you need to add? This is a rapidly changing situation. At a minimum, daily updates, should be the norm until the pace of disruption slows down. The length of the updates can change, but the regularity shouldn’t change abruptly.

5. Check-in, 1-on-1. do personal check-ins with each person. Make sure they are adjusting well and have what they need to succeed. Ask questions. Actively listen.

6. Collaboratively create contingency plans. There are lots of unknowns and risks right now.  What contingencies might your team need? For example, how will the team adjust if members become ill and are out for several days? What if someone has an ill family member they need to care for? Working collaboratively on these plans will create buy-in and better solutions.

7. Create a virtual break room.  Create ways that team members can catch up with each other and chat. It can be as simple as having each other’s cell phone numbers to send texts, hop on Skype/Facetime or actually call each other.

8. Focus on engagement. It’s really easy to feel disconnected when everyone is remote.  Key drivers of engagement are helping people feel they are part of something bigger, the ability to make progress and feel competent, and the ability to make decisions about how one works. Make sure your team members are feeling good about these factors.

9. Break the tension. This entire situation can be nerve wracking.  If your team is not dealing directly with the health crisis, building in some fun could help bring some relief.  A silly contest, posting pictures of your ‘home office’(which may be the kitchen table!), a rotating responsibility to share a dad joke everyday could be just what the team needs.

10. Review the week. Whether on shared drive, Slack, or a live meeting, review the week with everyone. What did we accomplish? What issues are we having? How is our communication cadence working? How is everyone feeling?

One of your goals is to create a level of predictability for your team in a highly unpredictable situation. The more quickly you can use some of these tips consistently, the quicker you will all create a rhythm that works for your team.

Do you need some help getting your head wrapped around what to do with your group, specifically? Do you want someone to help your group exceed expectations in a very difficult environment? Call Edith at 1.978.475.8424 or email her at e.onderick-harvey@nextbridgeconsulting.com.

Feelings First

When I’m facilitating leadership development workshops or coaching executives, I often find that participants – who are often very high performing individuals —  really struggle with how to handle emotions that arise during important conversations.  I’m not even talking about those really difficult situations where someone has an angry outburst or is crying in their office.  I’m talking about the conversations that happen every day.  It may be those times when a new mandate comes down from corporate that causes disruption and frustration.  It can be when the individual has made a mistake.  It’s when deadlines are tight, and tension and stress run high.

For many of these leaders, the natural reaction is to jump in and act, to focus on tasks, figuring out what needs to be done move things forward or fix the situation.  The problem with this approach is that the emotions get in the way.  Until someone feels their emotions are recognized and addressed, it’s challenging to just push through or get on with it.

We need to start those conversations with empathy. Empathy is the ability to understand the other person’s experience, perspectives and feelings.  These five tips can help you become more comfortable with and skilled at putting feelings first:

Check in on yourself How do you feel about engaging with you team members about their emotions related to work situations? Are you aware of what you naturally do when presented with others’ emotions?  Do you go right to task?  Do you just try to avoid the conversation until the emotions go away?  Are you naturally empathic?  The starting point for increasing your empathy is to start with understanding yourself.

Increase your social awareness.  How good are you at picking up on how people are feeling?  It comes naturally to some people and is difficult for others.  One way to do this is be present in the conversation with the person.  Don’t be thinking about the meeting you just had or what is on your to-do list.  Do a gut check with yourself.  Are you completely focused on this individual and this conversation right now?  This can take practice. If this is a development area for you, keep practicing.

Recognize the emotions the person is feeling.  Call out what the individual is experiencing.  Say something like “that sounds really frustrating” or  “these deadlines are stressful.  I’m not surprised that you feel overwhelmed.”  Many times, people feel like their emotions aren’t recognized enough, especially at work.  Speaking to the emotions will help the person feel those emotions are important.

If you don’t know how they’re feeling, ask.  Rather than shying away from emotions, ask about them.  A simple question like “how are you doing with the change that was just announced?”

Recognize when someone feels really good about something that you may need to say no to.  To this point, my tips have focused on negative emotions. Sometimes people come to us with really positive emotions connected with something that can’t move forward.  Rather than simply telling them it can’t be done and why it can’t be done, recognize the positive they see in it.  Saying something like “I can see why you would be really excited about that idea.  Unfortunately, we can’t move forward with that for two reasons.”  This recognition of  how they feel will keep the individual from feeling embarrassed or unrecognized by having an idea turned down.  Also, remember:  do NOT use the word “but” after you recognize it. The word ‘but’ is interpreted as nullifying everything said before it.

By recognizing emotions that impact how people are feeling about their work, their team and the work environment, you can then more effectively move to the task at hand.

The Listening Post

Most leaders I know have a degree of comfort talking about the nuts and bolts of change – things like what’s going to change, what process is being put in place to make it happen, and when it will happen. This article shifts the focus from “what the change is” to “how are we doing with it?” That makes most leaders a lot more uncomfortable.

However, don’t despair. There’s a structured approach you can use with your team to discuss how change is affecting them and how they, in turn, can affect change. It’s called The Listening Post.

Here’s an excerpt from my 2019 article “5 Ways to Help Your Team Be Open to Change” that originally appeared in the April 3 edition of Harvard Business Review online.

Change stirs up emotional responses that often cause people to pull back rather than to lean in. Inspiring and enabling your team to affect change requires having conversations that move people from reaction to action. Try having 30-minute meetings to discuss both the emotions related to change and the actions participants can take to affect change. I call these “listening posts.” Listening posts were originally facilities that monitored radio and microwave signals to analyze their content. Like that original definition, your listening post can help you understand key information, and can help others take action. Listening posts consist of:

  • Table setting: Define the purpose of the meeting for your team. Encourage them to discuss how change is affecting them. For example, “We’re here to talk about the change we are experiencing and understand how it’s impacting you personally and us as a team.” Invite everyone to define actions that the group will take to influence how change is happening.
  • Listening: Encourage individuals to start the conversation by sharing their experiences by using metaphors or adjectives. This gives them a safe way to talk about emotions. Share your metaphor first to break the ice. For example, you may feel like a juggler trying to keep all the balls in the air. Share that with your team. As people share their metaphors, remember to listen for who is dissenting or significantly challenged by the change. The voice of the outlier can provide key insights.
  • Consolidating: Ask the team what common themes they are hearing. Use questions like, “What does it seem like we all have in common? What is different for each of us?” Summarize key themes and confirm what you’ve heard.
  • Acting: Identify actions. These ideas need to come from the team, with you as the facilitator. Ask questions like, “What do we control, or can we influence?” “How do we want to change this?” “What role will each of you play in making this happen?”

Two things to keep in mind about this approach:

1)  Your honesty and candor about change will set the tone for this conversation.If your metaphor is that you are skating on smooth ice, your team will not feel like they can share their challenges and real feelings. If you are completely on-board and having an easy time of it, save your metaphor for last.

2)  When talking about actions, be neutral in how you discuss any corporate mandates.  Phrase them in terms of what is controllable and how your team can make decisions that affect change. For example, if people are frustrated by the change in priorities from the organization, you can say something like “Yes, the organization is shifting priorities based on what they see as critical business needs. We can’t change that. What we can decide is how we will shift our work to support those priorities. Let’s review what we have on our plates right now and make some decisions.” This response reaffirms that everyone does have some control in this situation and enables the team to make decisions about how they can move forward.

Would love to hear how you engage your teams in dialogue to move them from reacting to change to acting to make change. Let me know at info@nextbridgeconsulting.com.

Keep Your Team Focused on Shifting Priorities

When is the last time that you felt like things were comfortably status quo? Changing business strategies, morphing project parameters, and turnover that leaves you short-staffed are more the rule than the exception these days. So how do you ensure your team stays focused in an environment of ever-changing priorities? Clear communication with your team and proactive change leadership are key to keeping your teams engaged and on track. Here are three strategies you should employ on a regular basis.

Strategy 1: Talk About Priorities Regularly

Setting priorities doesn’t come naturally to everyone. The good news is that it’s a skill that can be learned relatively easily. Start by making it a part of your ongoing conversations with your teams. Yes, work with them regularly, in a structured way, to help them establish and revise priorities. For more on that, Derek Lidow outlines “A Better Way To Set Strategic Priorities” in this Harvard Business Review article. But it’s also important to engage the leaders who report to you in general, ongoing conversations about their priorities. It helps them become more fluent in the language of managing priorities and it conveys the importance you place on that fluency. And it helps you to gauge how closely their priorities are in step with yours and the organization, and where their prioritization skills need to be improved.

A lot of leaders struggle with how to engage in everyday conversations with their direct reports about priorities. Here are some questions to start the conversation:

Strategy 2: Get Ahead of Changes in the Workplace

When teams get hit with unanticipated changes, it can feel like “here we go again… another fire-drill.” Well, preventing fires is a lot more effective than putting them out, especially when they seem to crop up on regular basis. Not only is it a more efficient approach, but it keeps the level of frustration down when people don’t feel blindsided.

As soon as you anticipate changes that will affect your part of the organization, reach out to your direct reports (or your leadership team?). Apprise them of what you know and ask them questions. You want them thinking about this… really engaging in the challenges ahead. The earlier they’re involved, the better their responses will be. And they’re also likely to provide food for thought that will help you manage the change upward.

Consider these conversation starters to help make the inevitable transition happen more smoothly:

  • What obstacles do you anticipate with the upcoming change?
  • What knowledge and skills do you think will need to be shored up to make this change work?
  • Which of your team’s current priorities can take a backseat while we’re transitioning?

Strategy 3: Teach Your Team to Shift Gears On Their Own

Ideally, you want your teams to be able to shift their priorities effectively with only the lightest of steering on your part. That leaves you more time to focus on strategic issues. The challenge? Too many managers have been taught by their organization and past bosses to take direction on prioritization.

If you’ve been leveraging the first two techniques, this third one will be easier. Some things to keep in mind:

  • First, make sure they’re well-acquainted with your organization’s business strategy and goals. They provide a framework for them to understand what their priorities should be.
  • Second, in the simplest terms, what are your highest-level priorities? “Client problem resolution will always be my number one concern.”
  • Third, what are your expectations on the latitude they have for changing priorities and how to communicate with you about them?

If you want them to better manage their own priorities, never, ever tell your direct reports what you want right away. Encourage them to present you with their ideas first. Probe for why they’re thinking the way they do. Test their assumptions. Here are some effective conversation starters for setting parameters and promoting self-reliance:

  • Let’s talk about our organization’s goals and how they should be reflected in our department’s priorities. How do you see them aligning?
  • If you were in my shoes, what would be your biggest priority? Why? How will you reflect that in your priorities over the next quarter?
  • On a regular basis, you’re more than capable of managing your team’s priorities. Here’s what I want you to do any time you’re on track to miss your monthly goals…

Once upon a time, managing priorities was a standard, quarterly process. Now shifts happen too often and too quickly for such a static approach. In my Harvard Business Review online article 5 Behaviors of Leaders Who Embrace Change I talk about how critical it is for every leader to integrate change leadership into the very fabric of who they are and what they do on a daily basis. An essential part of that is guiding your team leaders’ ability to re-prioritize.

Help Your Team Learn From Mistakes

One of your people walks into your office with that look. You know the look. The one that says… I have something I need to tell you that I really don’t want to tell you.

I’ve written in the Harvard Business Review online about ways to help your team be open to change. How you handle mistakes is key part of helping you team thrive during change and become more innovative themselves. The way you handle mistakes can create psychological safety or fear. You have to ask yourself… what’s my goal here? How can I manage this conversation so that we make the mistake a growth opportunity… one that pays dividends down the road?

Helping your team learn from mistakes includes 5 actions you should take during conversations with your team.  The first and last are actions you should take during conversations with your entire team on a regular basis. The other three are for those times when someone with that look walks into your office:

Action 1: Model the Way

Acknowledge and be accountable for your mistakes, especially if you are a senior leader. Too often, people who are a few layers removed from you in the organization feel like you may be where you are because you did not make significant mistakes. Tell stories of times you made mistakes and how you moved forward. Learning from mistakes is easier if leaders show you how.

Action 2: Respond Rather Than React

When someone comes to you with a mistake, you may feel frustration, disappointment or even anger.  Use your emotional intelligence to respond rather than react. Ask yourself a few questions. How does this make me feel? What would be the most productive response in this situation, if our goal is to use mistakes as a learning and growth opportunity? How is the other person feeling? How can I help both of us use this as a springboard for innovation?

Action 3: Acknowledge feelings first. 

No one feels good about making a mistake. Ask how they feel about the situation. Recognize that it can be difficult to make a mistake, much less to have to tell your boss about it.  You might want to tell them you’ve made that mistake (or one like it) yourself in the past.

Action 4: Ask questions. 

During the conversation, you may be tempted to jump right into problem-solving mode where you explain how to fix things. Resist the urge. Instead, ask questions. Let the individual explain the situation and follow-up with questions that allow the two of you to turn this into a learning conversation.  If you could do this over again, how would you approach it?    What do you think we need to do at this point? What is an important take away you have from this situation? What could I have done to support you differently? How can I help going forward?  When someone figures out how to fix their own mistake, they begin to learn how to fix mistakes in general and even how to avoid similar ones in the future.

Action 5: Champion the mistake-makers (judiciously, of course)

In a 2010 Inc. article, Michael Alter tells the story of how he created a ‘Best New Mistakes” competition at SurePayroll and its impact on the culture. The rules were simple – you must nominate yourself, explain the mistake, and what you learned from it. Entries were read, discussed and winners were chosen at company meetings. It was approached in a light-hearted way, allowing everyone to have fun and learn at the same time. Alter ‘formalized failure’ and allowed people to get over the stigma associated with mistakes.  

When one of your team members comes into your office with that look you want them to walk out feeling understood and even energized by the opportunities created by their mistake.

What other tips do you have for helping your team learn from their mistakes? We’d love to hear from you. Email us at info@nextbridgeconsulting.com.

What do 181 CEO’s Agree On?

Purpose Matters

181 CEO’s signed a letter from the Business Roundtable last week, stating that purpose matters and shareholders are not the only stakeholders who should receive value from the endeavors of business.

They specifically note that there are 5 stakeholders they are accountable to – shareholders, employees, customers, communities and suppliers. Interestingly, as a young consultant, my firm used this framework for strategic planning with our clients back in the late 1980’s. By taking this more holistic view of who should benefit from the corporation, the purpose of the organization became more meaningful to everyone the organization touched.

We’ve spoken about purpose for years. It’s what gets people up in the morning. It’s what makes people put in the extra effort when it’s needed. It’s what makes us feel a part of something bigger.

Empirical research now supports the fact that purpose and profit go together. Research by Gloria Gartenburg and George Serafeim found that companies with high levels of purpose outperform the market by 5-7%. This finding, according to Gartenburg and Serafeim is on par with companies that have best-in-class governance and innovative capabilities.

According to Gartenburg and Serafeim just having a purpose is not enough. Success comes when:

  • Senior leadership has embedded that sense of purpose through the organization, especially at the middle manager level
  • There is strategic clarity throughout the organization about how to achieve that purpose

Purpose as a Core Tenet of Successful Change: These findings made me think about one of the critical elements of change I’ve been writing about for years, including recently in HBR Online and elsewhere. Clear, compelling purpose provides clear direction and ensures that everyone understands the “why “ of the change (i.e., the purpose), not just the what.

Today, organizations have to be able to change quickly. A natural outgrowth of rapid change is uncertainty and, at times, frustration that what we’re doing today flies in the face of what we did yesterday. However, if your organization has a clear sense of purpose and change is continually tied back to that purpose, uncertainty can be managed, and frustration minimized.

And when that purpose is not just aligned to shareholders but to the multiple stakeholders, the change will be meaningful in new ways. It will not just be a singular group who benefits. Rather it will have more meaning for the entire ecosystem of the organization.

Those organizations who establish a meaningful purpose and embed it in the culture of their leadership and their organization stand the best chance of thriving amid the chaos of constant change and upheaval in the world.

How Not to Lead Disruptive Change

A few weeks ago, I returned from an amazing family vacation that took us to Budapest, Venice and Rome. We decided to take a train from Budapest to Venice to take in the soaring beauty of the Alps as we made our way through Austria and northern Italy. And it was spectacular… until we reached our last stop in Austria. That’s when we got a first-hand lesson in how NOT to handle disruptive change.

Throughout Austria we had several 5 to 10-minute stops, with announcements made in German, Hungarian and English. We made what turned out to be our last stop in Austria in the beautiful city of Villach. The screen showed our usual 5-minute wait and then suddenly it changed to 45 minutes.

Soon an announcement was made, in German only. Slowly, groups of people began to get off the train sporadically. Not knowing what was going on, I finally found a train company information officer and he told me there had been a minor earthquake in northern Italy and all rail service was stopped indefinitely so tracks could be inspected. We were going to be bussed to either the station after the areas affected by the earthquake effected or all the way to Venice – they weren’t sure.

Eventually we made it to Venice, but the hours in between that conversation and our arrival were a great example of how not to lead change…

The leaders assumed everyone understood the message:  while most of the people on the train spoke German, a very large minority did not. While other announcements had been made in multiple languages, this critical one wasn’t. We found out from fellow travelers that he announcements, even in German, didn’t explain exactly when passengers should get off the train and where they should go to wait for the buses. Passengers were only able to get this information by taking the initiative to talk directly with individual company representatives.

Focus on the technical side; forget the people side:  there were a couple of coordinators from the train company in charge of arranging the buses, monitoring their arrival and getting us on board. Eventually there were 3 buses that arrived several minutes to an hour apart. We weren’t told where to wait for the busses or when they would be arriving. And we weren’t assigned in any way to a specific bus. After the second bus, someone asked ‘how long until the third?’ The coordinator answered “5 – 10 minutes.” His colleague then chimed in “or maybe 30.” In the 45 minutes until the third bus did arrive, they were on their phones in regular communication with the transportation company.  They simply didn’t communicate with any of the passengers.

Don’t tell those affected by the change how to move forward: We finally arrived on the outskirts of Venice about 3 hours later than anticipated. The bus stopped and we all got off. Only problem was, this wasn’t the normal train station stop for those going into Venice. The bus driver didn’t tell us this; another passenger did. When we all disembarked from the bus, we asked the driver where to go. He said to the footbridge. Only problem – the footbridge is closed at midnight. The bus driver then got into the bus and drove away leaving about 20 of us to figure out how we were supposed to get into Venice. In the distance we saw what looked like a ferry stop and we went there. Eventually, through trial and error, we all figured out which way to go.

Assign change leaders who don’t know that leading change is part of their job: The coordinators understood their role to be to get the busses arranged and ensure everyone got onto a bus. The bus drivers understood their jobs to be to drive us to Venice. No one had set expectations with them that they also needed to step up and lead – to inform us of the overall plan and how each step for the rest of our journey would work, to reassure us when the busses were taking much longer than anticipated, and to prepare us for the rest of our journey.

Disruption – of your industry, your company, your team – can happen with little advance warning. Understanding that leading change needs to be a skill set that can be called on at any time, is the only way you and your team will navigate it successfully. How well prepared are you to lead change?