Leading Through Change Without Losing People

By Charis Musick

One of life’s greatest inevitabilities is a single 6-letter word—change. There are those of us who fear it, or become incredibly uncomfortable. There are those of us who thrive in it. And there are those of us who get fatigued—change fatigued— by it when its frequency increases over a span of time. 

One of the world’s greatest impactful points in global history was 2020 with the coronavirus pandemic. Biology, economics, workforce development, medical journals, education and technology, business practice, human growth and development, psychology and mental health, sociology, government, cultural and societal norms—every area of society was impacted and every area can reflect on this period in global history and how it changed each respective discipline. We likely can all go back to where we were from the middle of March 2020, many of us throughout the remainder of the year. Everything changed. 

For some, life got simpler. For others, life got harder, more complicated.

There were promotions and longer hours. And there were furloughs. And there were businesses and schools trying to solve remote work and remote education when there wasn’t a solid system or precedent.  

Change was everywhere. Masks covering faces. Mothers delivering babies and the sick needing to get well in hospitals alone with only medical personnel at their side. Companies were closing down from a lack of business and not being “essential”. Gas prices were incredibly low, but people weren’t traveling. 

At the time, I was in my first year as a residence director at a local university. The morning I came on as the RD on Duty for the second half of Spring Break, I was in a meeting with other campus leaders to figure out what we were going to do about this novel virus while students were either on campus or traveling. We met every day as change after change made its way to us from our county health department. They found out new information and passed it on to various entities in the Springfield community. Ultimately, we ended up having to facilitate students returning to campus at a scheduled time, limited to 2 helpers to move out of their residence halls. By the end of the semester, I remember being exhausted from so much change and uncertainty. My second year, we had an interim president and more changes came that impacted how we did community for college students. 

Maybe you’re wondering: Charis, we do remember those times, but what is your point?

I’m glad you asked! 

YOU remember. You remember what it was like to experience so many changes from everything you knew to be normal for your life, all of the things you did or that happened without you having to think about it or realize how much you just expect those activities, characteristics, or relationships to remain. 

COMPASSION & EMPATHY

When leading through change, the most important thing to remember is to remember these are people. You remember what the change from known and stable to unknown and uncertain feels like. While I was a residence director during COVID, the university president at the time, Dr. Taylor, would often say: 

“Blessed are the flexible for they shall bend and not break.” 

We were all going through a whirlwind of change, and to many this communicated: I see you; I’m with you; we will not be broken by this. That refrain was vocalized compassion that was repeated nearly as often as change occurred. While change is inevitable, a leader can still be compassionate and empathetic for the people whose lives are being impacted. 

COMMUNICATION & FEEDBACK

Whether a system is changing or a leader is changing, clear communication is important and kind. It is easy to undercommunicate when you’re the person who has identified the change that’s needed and has decided the change is happening. However, for the people who may have not had a voice at the table or an ear in the decision making process, they are potentially hearing it for the first time. Even when there's ambiguity—when all you know is the next right step—communicate it honestly. And give them an opportunity to voice their thoughts and concerns. 

LISTEN

And then listen. Listen compassionately not defensively. What do you hear underneath their words? Put yourself in their shoes—What are their underlying concerns?

Fear of the future? Fear of losing stability? Fear what they do doesn’t matter? Fear the decision was made for them without them? Fear they won’t be able to trust the new leader? Fear their invested time and sacrifice will be void?

Listening is not just an act or data collection but an intentional choice to aid (1) in your people feeling heard, seen, and valued, and (2) in your being trustworthy, considerate, and caring for the human, not just the production, service, or time clock. It will cost you more in your culture than your bottom line to not listen. 

TRUST

Without trust, 

→ Compassion is manipulation for personal gain; 

→ Communication is control, feedback is exploitation; and 

→ Listening is... well, not happening because no one is telling you the truth of their thoughts, fears, concerns, or ideas. 

Can your people trust you have their best interest at heart? Can your people trust you will own your mistakes and not cast blame? Can your people trust you will engage in the hard, uncomfortable conversations for the health of the team? Can your people trust that you really do believe in them as evidenced by your words and actions?

Trust empowers both the weak and the strong to keep growing. It is the support, the foundation that holds everything up and the fuel to help you lead through change. 

Change is hard, yes. There is no promise that leading well through change will result in no one leaving. However, a leader who leads with compassion & empathy, communicates & gives opportunity for feedback, listens, and has created a culture of trust with the people they are serving certainly gives people a reason to stay. These four things are the soil—what you plant and tend in the everyday, long before change ever arrives. A flourishing culture doesn't happen in the moment of crisis; it's the fruit of what was already growing. Soon, we'll share practical ways to keep cultivating that kind of culture, change or no change.