Presencing What is So as Part of Transition Leadership

Transition leadership could be defined as leadership that supports major transition. This type of leadership is a hot item in today's world. Positive Deviants are usually very comfortable in times of transition.

Great leaders may not be the best leaders in transition. We have leaders who are excellent at managing stability, and leaders who are excellent at managing restructures, or leaders, like Churchill, who were great at crisis. Transition leaders who manage significant change and transition bring a unique set of skills.

Transition leaders need to be acutely aware of the larger context that is playing out, and at the same time, very sensitive to the dynamic at the individual and cultural level. They need to be able to see the biggest picture and manage the details. A rare combination. Few leaders and organisations get this right. They often only have half of the equation. Usually the half they leave out is the sensitivity to the people. You will see organisations declare a major restructure based on a stressed economic meltdown, and the people will be left in limbo land for weeks and months, wondering if they will have a job when all is done. This creates high levels of stress, erodes cultural confidence, and literally means the organisation loses weeks or months of focused productivity. Efficiency goes way down.

What can be done? We need a game change in the process of transition leadership. No one, including the CEO, may know exactly what is going to happen. This is true in all of life. However, the CEO does have a plan of action for the immediate future. One action as part of transition leadership that can be taken is to presence what is so.

To presence what is so we need to start with the biggest picture available. For example:

In the 2009 world, we would start with what is true globally. We are in a serious economic meltdown. No one knows how bad it will be, what we do know is that it is probably the biggest thing to affect all of us world wide since the great depression, or the world wars. We may not like it, we may want someone or thing to blame, however that doesn’t take away from the fact that it is bad in the business world currently. People are loosing their jobs, their homes, and their way of life, some people more so than others. Few will be unaffected. On top of this, we have the conversation around climate change, we have peak oil, and we have a possible food crisis, exacerbated via drought as well as all the other factors already on the table.

Strong transition leadership to presence what is so using this frame we could list the following;

Global economic meltdown

Hugh uncertainty around the extent and duration of the economic meltdown

Global environmental crisis

Unsure exactly how serious this is, but aware that we need to change as an imperative

Uncertainty is certain

We must find an alternative to fossil fuels

We have to change our behaviour and way of life---more care for long term, less consumption, due respect and consideration given to consequences etc, etc...

For example, in Australia you may say.. We had a stronger economy to start with, we have different banking laws, and so we are likely to get through this with less destruction than other countries. However, we are not immune, and the times are getting harder each day. More and more people are loosing their jobs, and more companies are going under. Everyone is being asked to do things differently. (While I am speaking in the apparent negative, in transition leadership when you are presencing what is so to your team, you need to speak to what is affecting them most, good and bad).

To presence what is so using the national frame:(This example uses the National Frame of Australia)

Based on laws, systems, resources, location, relationships in Asia etc, we (Australia) are unlikely to feel the full brunt of the the global crisis to the same degree as countries such as the USA and Europe. We have enormous opportunity available, especially in our energy generation. We are a land of larikins and adventurers who will give anything a go, and like to be the underdogs.

From the nation we move to presencing what is so in the company/business we are in. Transition leadership will do this frequently and not be afraid of repetition.

For example..”Our company has undergone a significant restructure. We have said goodbye to about 1000 people. This has not been easy. Many of you have sat in high uncertainty for months. Now we have new roles with new bosses and there are aspects of these roles and/or bosses that we may or may not like. However, we are still standing, and we have a choice. We can accept that the world has changed and that these are the changes on our plate right now, and get on with it, or we can fight and bicker and moan about the changes, which will get us exactly nothing except spending energy and time on a wasted conversation. And, we always have choice. If we really don’t like the changes, we can leave. Also, within all of this topsy turvy, is great opportunity. How would you like to live your life? Focused on what is not working, or focused on the opportunity?”

Once we have all of the current reality clearly laid out on the table, we ask for agreement. It is important that the team are (for the most part) in agreement about what is so. Put everything on the table with sensitivity but remain clear and objective. Name the stress, the sadness, the uncertainty. It is very important to name the emotions, feelings, circumstances, the unspoken.

Imagine you have a large table and you are clearly identifying all that is true and placing it on the table.

Why do we do this? Many people deny, build illusion, are afraid of looking or talking about what is so. When we look the truth in the eye, we create opportunity to make choices that are more empowering. We can no longer argue when we have the situation named. While what happens next may not be clear, what we have is now certain. Even stating that we do not know what happens next and who will loose their jobs, is a necessary way to presence reality.

For example, “I do not know who among you will still be here when the tide starts to turn. What I do know is that we must all prepare for Plan B. We must all work on our personal brand. We must all go the extra mile, be willing to work in ways we haven’t before.”

or

“Another week has passed and I know you are still feeling very unstable, at risk, unsure. I have nothing further to report on last week, however I want you to know that the situation remains as it is, and I am very aware of how much this is costing you emotionally and energetically. Be assured if anything changes I will do my best to notify you as soon as possible.”

Even if there is no news week after week, have this kind of conversation at least every week. As part of your Transition Leadership initiative speak directly to the people’s fears and concerns.

Strong Transition Leadership requires at least a 100% increase in communication than in normal times. What most leaders and companies do is reduce the communication, go into silence and batten down the hatches. This only exacerbates the nervousness, cultural stress and loss of efficiency. Even if there is nothing new to report, report that there is nothing new, and reiterate the previous message. Continue to practice presencing what is so. Over time, this action will become natural to you and people will have more certainty around who you are and how you lead. By presencing what is so, you will build confidence in uncertainty, more trust and respect, and will demonstrate courageous Transition Leadership.

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