Balancing the need for control and change

By Pamela J. Gallagher

My department is going through a time of transition following the promotion of some very deserving individuals on our team. Even positive changes, like this one, bring about some challenges. Change is just hard.

As people, we need some level of autonomy and control. It’s human nature to reach for what is familiar and gives a sense of safety and well-being.

But we also need to experience change if we are to truly grow as individuals and organizations. It’s easy to claim that you want change, but not many want to change themselves in the process.

In times of transition, the loss of autonomy can feel unsettling. However, there are some things that you can control that will help your entire team to come out stronger on the other side of the changes.

Build trustworthiness.

Good teams are built on trust. But you cannot force someone to trust you. For some people, their trust is earned slowly over time. Others more readily offer trust, but when it is violated, it’s gone for good.

In times of transition and change, you cannot control whether others trust you, but you can control whether you are becoming a more trustworthy leader.

I have observed that trust is often the most difficult to build during times of transition when the “why” behind the change has not been made clear. You can build your trustworthiness by being honest about the intent of change.

Be honest about what you don’t know. Build structure around what you do know.

Changes in the work environment will bring up lots of questions from your team. It is important to be honest about what you can and cannot say with certainty. Some people think that to lead well through change you have to know everything and have a confident answer for every question. This is an unrealistic grab for control, and makes it more difficult to make bold, risky changes when necessary.

At the same time, you need to consider what it is that you do know, even amidst the uncertainty that change brings. Identify what you can be sure of, and build some structures around it. People need to have some sense of well-being and autonomy, and structures and schedules are helpful footholds in a transition. Pinpoint what you can be consistent about, and follow through.

Adjust your perspective.

Familiarity in our work and life is good and necessary. But we must also recognize that things will change—it is inevitable.

Instead of fighting against it, change your mindset. Ask yourself, “What benefit is coming through the change? What will be better?” Focus on that.