Leading Through Challenging Times: 4 Simple Steps to Creating Transformative Change

If any individual or organization was looking for the "right time" to develop and deploy a transformative change strategy, it exists in the real here and the right now. The only real question is, do you have the business acumen, courage, creativity and commitment to capitalize on it?

The disruption and chaos caused by the response to the COVID pandemic are unparalleled in scope and unprecedented in scale. Each business and industry is unique, but virtually every company will be reacting in some way to the ongoing CRISIS of the past months.

Every crisis brings an opportunity for learning and change. The severity of this crisis has removed many of the "traditional" challenges and barriers to designing and implementing transformative change initiatives. 

Here are four simple steps to enable any individual or business leader to champion and mobilize your organization to achieve exceptional and extraordinary results.

Step 1: Focus on Employee Engagement and Buy-In

The most recent Gallup Employee Engagement tracking survey shows how volatile and unpredictable the workforce can be in times of crisis and turmoil. 

The early May tracking showed engagement at an all-time high of 38%. However, the tracking in early June showed a record drop in engagement to 31%, primarily attributed to a variety of external societal, COVID recovery, and political factors. 

Two things are clear.

First, transformative change occurs when all internal and external stakeholders are involved and engaged in some capacity in the planning and execution of the new strategy. 

Second, a visible, bold, vocal, and credible message from leadership to acknowledge that substantial change is needed is the critical first step in changing workplace culture. 

Increasing employee engagement improves performance and profitability. If there was ever a time this is needed — it's now.

Step 2: Leverage the Opportunity for Transformation 

Two of the catalysts to transformative change are a compelling reason for the need to change and creating a sense of urgency to get it done. The organizational crisis created by the COVID pandemic response is evident and understood by virtually all. This minimizes the need to "sell" the need for change. As a result, acceptance and "buy-in" will require less time, energy, and resources to gain. 

The reality is that many businesses in several industries are now in full survival mode. The “why” and “when” change is needed is obvious to virtually all in the company, from the C-Suite to the frontline. The focus should immediately be on “what” needs to be changed and “how” to get it done. This is a great opportunity to get everyone involved and engaged in creating the solutions and strategies to keep the business viable. Think resurgence!   

Step 3: Build Your Skills to Lead Through the FUD

You are probably familiar with the term FUD. FUD stands for Fear, Uncertainty, and Doubt. FUD is a disinformation or propaganda strategy that is a well-known tactic used in sales, marketing, public relations, and politics.   

FUD, however, is an accurate description of today's business environment. Your ability to lead and navigate your company through the FUD to future success demands different behaviors and tactics that you might seldom or have never used in the past. 

Be visible and accessible. Today's technology facilitates staying connected to your team, your organization, and external stakeholders. Be creative in your approach to being "present" and engaged while leading through the FUD. 

Be preemptive and proactive. Share whatever factual information you can as early and as quickly as is practical and possible. This builds trust. Trust builds engagement. Engagement enables transformative change.

Be Emotionally Intelligent and Compassionate. Listen more. Talk less. Use questions to engage minds and collect actionable feedback. Listen aggressively and respond empathetically. Be aware of your non-verbal behaviors. Your EQ builds trust. Trust builds engagement. Engagement enables transformative change.

Step 4: Lead Through Influence vs Managing by Authority 

Your behaviors drive your organization's outcomes. Leaders leverage influence to create behavior change. Managers use positional authority to try to manipulate them. Leaders create an environment that makes people feel safe to get involved and engaged. Managers who rely on perceived "power" generate the opposite outcome. Just LEAD. People follow authentic leaders. 

Author Andrew Razeghi offers a unique and positive perspective on leading during challenging times. In his book, "Hope: How Triumphant Leaders Create The Future," he says "Hope sets objectives, ignites will, focuses the organization in turbulent times, renews energy, displaces boredom as it succeeds, fosters creativity and innovation, and hope inspires people to want to do the right thing." If there was ever a time employers and employees could unite behind a common purpose and benefit from the behaviors that hope can bring it would be now.  

Transformative change is the opportunity the COVID response has presented us. Capitalize! 

A question, please. What tactics and strategies have you found to be effective in leading transformational change?