For those of us following the madness that is the US election, we’ve been inundated about the current state of transition.

And while I’ve tried to not spend too much of my energy and time following that drama— I DID started watching Season 4 of “The Crown”, where I was smacked in the face again with the topic.

So despite the fact that I thought I’d be sharing my favorite ***bomb*** Thanksgiving pumpkin cake that I make… I figured the universe AND Netflix have conspired against me —

So here we go, let’s talk Transitions.

Cleary, I’m not a British historian, so it makes sense I never realized that each newly-elected Prime Minister is asked by the Queen to “form a government in her name.” While it is a formality, it IS a symbolic gesture of a transition that is underway.

In my HR career, I have led many organizational and leadership transitions— if you are a strategic partner to the business, that is essentially your job, wash, rinse and repeat.

The fancy types might refer to it as change management or some new Corporatized word a smart, well-educated consultant made up— but it really is simply— facilitating transitions.

And here’s what I’ve learned: smooth transitions are relatively simple exercises; but they are never easy. (see my prior blog)

They aren’t easy for SO many reasons…

the external environment;
the internal politics;
the stakeholders involved;
the insecurities that abound;
the control & power at stake;

In short— EVERY transition, regardless of how minor it may seem— needs a plan. If you’ve got something you’re working on, here’s my short list of considerations that may help you implement your plans.

People

Know that people will respond different ways to the change/ transition. This is not a one-size-fits-all type deal.

I always start from this question:

“What’s in it for me?” (AKA - WIFM)

WIFM is different for everyone… some will be nervous, some will be excited, others may feel aggrieved. It’s worth taking some time to try and anticipate what those reactions might be so you and your team can better prepare scenarios.

For example, if you are going through a massive benefits change (which is not an uncommon thing these days with skyrocketing costs), and those changes results in higher premiums and copays, but also has some offsets— it’s good to be able to speak exactly to those new offsets, while acknowledging and setting the stage for the “why”. Sugarcoating it and not being forthright about the changes and higher costs will see disingenuous— but highlighting a “win” or two is reasonable.

Balance is key.

Timing

Life happens. The proverbial $hit hits the fan. As a leader, you’re going to have to decide IF the timing is right.

Leadership/ people changes can be most jarring… and I have yet to meet a new leader who doesn’t want to start strong and set the tone for their tenure.

This is why you see the largest companies & Boards focus on succession planning and the smooth transition of leadership. For most, the plans will have been in motion for years, and transitions may take up to a year so shareholders and employees aren’t rattled.

If you’ve been in a big company, you likely know this— But make no mistake, this is not just for large Fortune 500 companies who are publicly traded— if you are a small business owner or someone who has built a “brand”, you will also have to build your succession and add capability as you grow. (if you want to grow, which of course you do!)

The continuity of leadership should never be underestimated— and the timing and planning of the execution matters.

Resources

Every change is an opportunity, and typically, demands changes of itself. It could be a new supporting cast (aka - a new Cabinet), enhanced systems/ tools, a fresh perspective— it ensure its success.

Don’t assume that once a major transition is complete, that your work is done. There will be other things that you don’t anticipate that will crop up; so expect the unexpected.

Stay Classy

Finally, as it relates to people— I know there are some leaders/ employees who are just a pain. Maybe they were high maintenance, maybe they were a bully, maybe they never took accountability. Whatever the reason was, when they go— say goodbye gracefully. Be elegant. Show grace.

I know— the dreams of doing the Jerry Maguire thing and doing the whole mic drop are tempting — but IRL, it’s not a great look.

If you or your company is going through transitions— and your team is running out of steam #becausecovid — I’d be honored to roll up my sleeves and lead the way.

And I still might share my pumpkin cake recipe because #sharingIScaring.

Be well, stay well— my friends.

Jean