As individuals leading our business, we are no doubt facing change in our business, in our industry or even with group issues in the workplace. This summary provides insight into the importance of calm, assertive leadership to champion change and the resulting transition to establish a new sense of normal, a new equilibrium and success in our business.

Change and transition are often used interchangeably, but they have subtle differences in meaning. Change is an event or a situation. Change tests our resilience, and today’s leaders and businesses need resilience in order to deal with the far-reaching changes in our business environment.

Transition, on the other hand, is an emotional process that tests one’s resilience to meet the challenges of the situational change. According to William Bridges, a leading expert in transitional management: “transition is psychological; it is a three phase process that people go through as they internalize and come to terms with the details of a new situation that change brings about.” Transition is regulated through the social group, and is a “true coming to terms with the change and letting go.”

A leader can be most effective by grasping the impact of disruption brought by change and transition to herself, her staff and his business. Leading in this type of situation requires a greater presence and patience to guide and challenge people as everyone goes through the ups and downs of a transition.

The emotional state of the leader’s dealing with the transition is contagious; therefore, if the leader is anxious or negative in dealing with the transition, this will have a contagious impact on the staff and the business; conversely, a calm approach can be equally as contagious. Key to success in change and transition is calm leadership by managing the transition. Having an awareness of the emotional process in the relationships affected by the change and a plan to address the emotional side of transition.

There are three stages of transition, according to Bridges: the ending, a neutral zone, and a new beginning. Each phase provokes anxiety:

a. Endings: leaving comfort zones for the neutral zone, which require a period of loss and mourning
b. Neutral zones: a time of confusion, when individuals still have “one foot in the old world.” During the neutral zone, calm reassurance and consistency from leaders is vital.
c. New beginning: a time of excitement and fear, when leaders should provide positive energy and encouragement as a new equilibrium is achieved.

Transition happens at an individual and at a group level. Different individuals transition at different speeds. The leader must sense those differences and be able to address them. If individuals start to become anxious, it’s important for the leader to exercise calm reassurance and optimism to keep the anxiety from becoming contagious to others.

Leaders need to understand the difference between change and transition so they can respond appropriately. It’s important for a leader to be present and communicative during the change, and to emphasize the importance of the change and the “imperative for a successful transition.” Leaders must challenge others to realize the full potential of a change.

Management of a transition by a leader requires:
a. Communication in as much detail as possible to staff when a change occurs. \"Some might over-react to the news, but this is a normal response to loss and change. It’s important for leaders to acknowledge the losses and deal with the feelings of loss directly and respectfully\" so the staff can accept the ending and move into the neutral zone.
b. Involving as many people as possible in planning – not just for project implementation but for dealing with the emotional impact of the transition- before, during and afterwards.
c. Staying focused on her own emotional responses during the transition so he can stay calm and positive. This raises the performance of individuals and the group by calming the emotional state of the group, and helps the organization and staff move from the neutral zone to establish a new equilibrium as the transition is completed.


Summarized from:
Fox, Leslie Ann; Sheridan, Patty Thiery. “Change Packs an Emotional Wallop: Calming the System through Leadership.” Journal of AHIMA 78, no.9 (October 2007); 34, 36.