Over the past four years I have been involved in the extensive transformation of a company. The whole process comprised not less than forming a new management team, reappointing the board of directors, creating a new strategy and business plan, the disentanglement from a sister organisation, handing over ownership to the new generation, and finally solving all the other unexpected challenges popping up on the way.
Frankly, it was quite challenging for all people involved. After successfully completing the process, summertime was a good time for me to reflect on it. What have I learnt about facilitating change processes in a conscious and responsible way? Here my seven lessons plus one I learnt.
1. Set the compass
Transformation processes often are a winding road. So many things are changing that it is essential to make sure that the long-term goal stays foremost in people’s minds. Make sure again and again everyone knows and keeps to the direction you’re going. This will provide orientation and keep all those involved in harmony even in periods of turmoil. With your compass precisely set, many things will fall into place and solutions will turn up on the way. And sometimes problems solve themselves or will even disappear.
2. Remain persistent
At the beginning of the transformation, I expected it might take one year. This assumption proved to be completely wrong. It took four years! Sometimes I was plagued by doubts: was it worth the effort going through this? Was I really the right person in the right place? But finally, being persistent and the dedication of the others in the core team paid off.
Persistence also means to me enduring situations that are hard to bear, where it is unclear what the next step or solution is. Persistence also means staying calm even if not all those involved can let go and adapt at the same speed as yourself. If you want to keep key people on board, you may have to give them time for change.
3. Make the journey together
Ensure a good rapport and get external support in time. The process would not have been possible without a dedicated core group. It was undeniably important that the members of the core group established a trusting relationship towards each other. Everybody could rely on each other when the going got tough. That involved a strong focus and belief in the future of the company. Though we also had disputes, the group held firmly together. We challenged each other, but remained open to feedback and respected other opinions.
And we also called for professional external support when needed. Professional mediators helped us resolve a conflict that we could not solve ourselves. And quite a few of us had support from individual coaches. Organisational transformation is a joint process. It always challenges the people involved and requires learning and change on their part as well.
4. Let solutions emerge
Never jump at solutions! In many cases you should avoid adopting the first solution that pops up and seems to be the right way to go. During the process, I identified two reasons why the first solution is often not the right one. Namely, in a situation of change you tend to neglect the time it needs for a deeper understanding of the problem and the buy-in process for the solution. If you don’t take the time needed, you risk the solution only being embraced on a superficial level by the people affected.
During the transformation process it surprised me yet again, how true this is. I remember, in terms of one task to be solved, that we only found the solution on the third attempt. It emerged only after a conflict that cast doubt upon the whole process. And in fact, it confirms the image of Theory U developed by Otto Scharmer: solutions often only emerge after you have crossed the abyss.
5. Keep communication going
We invested an incredible amount of time in communication: during formal meetings struggling to find the best solutions, during breaks and innumerable phone calls. It was important for me to keep my doors open and understand the key players involved.
One thing that proved crucial was making room for the emotions of the people involved, their longings, their fears and frustrations. Only by allowing for and taking time for their emotions, was I able to grasp the underlying dynamics.
And never use email or messenger services, when you want to solve complex questions, soothe emotional situations or bring calm to conflicts. It just does not work! Face to face communication is essential. The restrictions due to the Covid situation have made communication much more difficult. Videoconferencing helped to some extent, but in more profound conflicts you have to talk face to face, otherwise you could waste time or create even more friction.
6. Be humble
The whole transformation process taught me humility. I learnt again and again that things ultimately differed from what I first perceived. There were moments I just had to relinquish control and trust that it would finally go in the right direction. This doesn’t mean doing nothing. On the contrary, you need to be fully alert and mindful while you let go, so that you can sense what is emerging next. And it hurts also to realise that it is not always possible to keep up good relationships. I lost good friends on the way, as many attempts at mutual understanding failed.
7. Act decisively if needed
I sometimes found that a behaviour pattern is required which I call a ‘wise sword strike’. I have spent quite some time in the non-profit sector, where often a softer and more amicable form of communication is preferred. Such a communication style certainly is essential in the communication repertoire to establish more profound insight and rapport. At the same time, the real problems are often not laid out.
I remember various moments in the process where communicating in a polite and sympathetic manner was not getting anywhere, and the process stalled. In these moments it was essential to tackle the painful issue head on, to lay your demands on the table. Just saying ‘no’ or setting boundaries with a clear ‘stop sign’ was crucial.
And in some cases, it was important even to display the energy of anger while keeping communication polite. Personalities certainly differ, and some only hear what you mean if you mobilise a certain energy.
Presence – the basic ingredient
The most important ingredient for successful transformation processes is what I call presence. The result depends on the inner attitude and clarity of those involved. During such processes all people involved are personally challenged in terms of time pressure, stress, a great deal of uncertainty and differing opinions. In some phases confusion could even be said to be a defining aspect of transformation.
People will react emotionally to these circumstances based on their personality and personal background. Some people feel they are not being heard and get angry, whilst others are afraid of change and withdraw. There are always some who do not understand the topic and why transformation is needed. And for others, lack of clarity is unbearable and they become overactive. Even people who look composed and never show their emotions may also actually be quite perturbed.
In these highly challenging and sometimes emotional periods it was essential for me time and again to regain my ‘presence’ in the midst of the storm so that I could create a space, not lose sight of things, and better sense what is trying to emerge. Whenever I needed to, I took time for myself to get into my state of ‘being present’ again. I became aware of my own emotions and tried to accept them, and I listened more deeply to what my role is, to what my mind was telling me, and to what my intuition was saying.
Urs Karl Egger
PS: what are your experiences with transformation processes? Are you interested in ways to become more ‘present’ in order to consciously lead transformation processes? Send an email to contact@enteka.ch
PPS: I’m grateful to all involved in this profound experience.