As a performance coach, I’ve witnessed countless organisations navigate through change. Managing change effectively is, of course, essential during the process but also once the change has happened. Too often the aftermath is overlooked but is still an essential part of any organisation change.
Reframing change & embracing a mindset shift
Change is deeply personal. When it hits, it strikes at the core of how we view our place in the organisation and our sense of control. I’ve seen even the most seasoned professionals initially respond with denial or resistance – it’s a natural human reaction. Many of my clients express a profound sense of loss, not just of the familiar ways of working, but of their support systems and perceived choices.
But here’s what I want you to understand: what we often call ‘change’ is actually better framed as evolution and opportunity. Throughout my coaching practice, I’ve observed that those who thrive during organisational transitions are the ones who embrace this mindset shift.
The workplace of tomorrow demands fast, effective, and fluid teamwork. I guide organisations in transforming traditional groups – those fixed, hierarchical structures where leaders simply hand down directives – into dynamic, action-focused teams where ideas flow freely and decision-making is collaborative. This evolution is crucial for survival in today’s business landscape.
Types of change
Change typically manifests in three distinct forms. First, there’s shock change – the unexpected disruption that demands immediate action without the luxury of planning. Then there’s evolutionary change, which occurs gradually over time, often so subtly that you might only recognise it in retrospect. Finally, there’s strategic change, typically initiated by leadership to achieve specific organisational goals or competitive advantages.
A powerful framework, introduced by our Wishfish colleague Laura Thomson-Staveley, we teach is the BRAIN tool for evolution. When managing a change process for an individual or wider business it’s important to consider the following:
- Benefits: What opportunities does this change present?
- Risks: What are the potential pitfalls?
- Alternatives: What other approaches could we consider?
- Intuition: What does your gut tell you?
- Nothing: What happens if we maintain the status quo?
A crucial distinction is between change and transition. Change is external – the new office, the new manager, the new procedures. Transition, however, is internal – it’s the psychological journey we undertake to adapt to these changes. As William Bridges noted, ‘it isn’t the changes that do you in, it’s the transitions.’
Reacting vs. responding
I teach my clients the difference between reacting and responding to change. Reacting is instinctive, feeling like there’s no choice. Responding is thoughtful and proactive. The key to making this shift lies in three crucial elements: mindfulness, emotional intelligence and self-awareness.
In my coaching practice, I use Daniel Goleman’s four pillars of emotional intelligence as a foundation:
- Self-awareness: Understanding our own emotions and triggers
- Self-management: Controlling disruptive impulses
- Social awareness: Reading others’ feelings and perspectives
- Relationship management: Building and maintaining trust
The STROKE checklist is designed to ensure teams and their leaders move through the key steps for absolute clarity throughout a task or project.
Consider the following:
- Scope: Clearly define what you’re doing, stopping, and starting
- Task: Understand your purpose and goals
- Responsibilities: Clarify who does what and when
- Outcomes: Establish clear success metrics
- Keeping in touch: Maintain open communication channels
- Evolution: Recognise and celebrate progress
The aftermath of change
The aftermath of change is where the real work begins. I’ve observed that adapting to change takes longer for some than others, and that’s perfectly normal. The key is creating an environment where team members feel supported through their individual transition journeys.
In successful transformations, I’ve seen traditional hierarchical structures give way to more fluid, responsive teams. Great changes ensure politics diminish and transparency increases. The pace of innovation accelerates as team members feel empowered to contribute ideas and take ownership of decisions.
Remember, adaptability isn’t just about surviving change – it’s about thriving through it. It’s the power to detect and respond effectively to change, no matter how surprising or inconvenient it may be. In my years of coaching, I’ve found that teams who embrace this mindset consistently outperform those who resist it.
The future belongs to organisations that can evolve quickly while maintaining team cohesion and purpose. As a coach, my role is to help clients and their businesses navigate this evolution, transforming challenges into opportunities for growth and development. The question isn’t whether change will come – it’s how prepared you are to evolve when it does.
Success in this new era requires a delicate balance of maintaining stability while embracing fluidity, preserving what works while being open to new possibilities. It’s about creating an environment where change isn’t just managed – it’s welcomed as a catalyst for growth.
