Times of Change

Many people report feeling significant stress through times of change. Effective leaders can help individuals develop strategies to proactively manage stress associated with change. If we can encourage people to engage positively with proactive stress management strategies, rather than becoming overwhelmed by their stress, whole teams and organisations benefit.

It is essential that leaders have the appropriate knowledge and skills to manage and communicate change effectively to minimise risks of psychosocial hazards arising from the change process.

However, if an employee is experiencing a high stress response that is impacting on their functioning or wellbeing, it is advisable to seek specific individual support from your EAP, HR or safety supports.

As a leader

As a leader, model appropriate stress management techniques yourself. For example, lead a problem-solving session with your team using the ‘Circles of Concern and Influence’ model. This entails drawing a small circle inside a larger circle and discussing which elements of the problem are outside your influence (mark them up on the large circle), and those that are within your sphere of influence (mark them up on the small circle). This can provide clarity on where to put your time and energy. Acknowledge the frustration and angst that may be driven by things outside your influence, but direct your energy to where it can make a difference.

Circles of Control

Another important element of managing through change is increasing positive mental wellbeing. If not managed well, change can be disruptive and distressing. Encouraging employees to foster positive psychological wellbeing can help them in managing psychological risks around change.

Leaders can have a significant positive impact by developing strategies to build and enhance effective relationships. Positive relationships between colleagues can assist with morale and equip employees to cope and perform better during periods of stress and change.

Achor, Ben-Shahar and Stone identify social support as a primary predictor of happiness during high stress [30. Achor, S., The happiness advantage: The seven principals of positive psychology that fuel success and performance at work. 2011: Random House.] They suggest from their research that, while the support a person receives is important, the support that they give to others is an even more important factor in sustained engagement and happiness.

As a leader or team member, how can you model this for others? How can you increase supports for each other and increase the sense of belonging and connectedness within your team and to the broader organisation?

Through times of organisational change, some people will need more support than others. There will always be individual variation. If a person is finding change overwhelming, distressing or simply difficult to manage, it’s important to get some independent support from either your Employee Assistance Program or from their own networks. It’s a good idea to get some strategies and support early.

This is an excerpt from The Ecosystem of Work by Tasha Broomhall. For a more comprehensive overview, you can purchase it here.