Something’s Gotta Change
My husband grew up with his grandparents right next door. His grandfather was one of 13 children born into a first-generation Lebanese family and raised during The Depression. Jidu (Arabic for “grandfather”) was a quirky old man. He was generous and kind, but also stubborn and opinionated. Like many in his generation, he learned how to squeeze nickels so hard they would bleed. Receipts were always scrutinized for accuracy, and he knew exactly how much he paid for every item he owned. If a family member mentioned the need to replace a car, lawnmower, kitchen appliance, or hand tool he would pepper them with questions about why it needed to be replaced.
“That toaster has worked just fine for 22 years. There’s nuthin’ wrong with that toaster!”
Not only was he being frugal, but he couldn’t see the value in making a change or an upgrade without just cause. “The buttons are different. It doesn’t toast the same way as the other one did. I can’t get the foolish thing to work!”
Jidu would rather have spent a day and a half fixing the broken toaster than spend $20 on a new one that was different than the one before. It’s been nearly a decade since Jidu passed but the whole family still laughingly declares, “There’s nuthin’ wrong with that whatchamacallit!” every timesomething breaks.
Jidu was not a fan of change – especially when it was being forced upon him, and he certainly isn’t alone. Navigating change is a nearly constant dynamic within church staffs and volunteer teams. Implementing these changes can be difficult to navigate – especially if you have some team members who are highly change resistant. Generally speaking, when you make a change – even a seemingly insignificant one – 80% of people are not going to have strong feelings about it – they will go with the flow. However, of the remaining 20%, about half will be enthusiastic supporters and half will disapprove. Steering a group of change resistant team members through transitions can be frustrating and time consuming for leaders, but by understanding the duality of change you can help ease the tension and lead your team to the other side.
The duality of change.
Change is a two-sided coin. The first side is the logical, rational understanding of why a change is needed or is happening. It explains the why behind an impending switch. Example: We’re restructuring our staff because we’ve grown as a team, and we need to add some layers to our leadership, so we don’t burn out our current leaders.
But there is a second side of change that we often underestimate – the emotional side. Navigating people’s emotions during change comes easier to some leaders than to others. If you’re a highly logical thinker with low empathy, you may not think through the emotional impact that even slight changes have on team members. Personally, I can fall into this category. When I present the right information (the “why” behind a change) to my teammates, I assume they’ll jump on board, and everything will flow seamlessly. I am inevitably surprised when someone gets frustrated and upset by what I estimate to be “no big deal.” Just this week I had a conversation with a church member who was telling me how upset they were 6 years ago when the lobby was re-painted. They were laughing about it now because, since time has passed, they see that their initial response was over-the-top, but in the middle of the situation they were having an emotional response to change that they didn’t fully understand.
Helping your team embrace change.
Communicate, communicate, communicate.
First, communicate early and communicate often. Don’t drop information about a major change on the eve of implementation. Letting your team know ahead of time gives them the opportunity to prepare for how the change will impact them. Let them ask questions and don’t rush the answers. As the leader with the decision-making power, you’ve likely looked at the need for change from multiple angles and fully understand all the implications, so give others time to catch up and bring their perspective. Remind your team often about the broader vision behind the change that is being made. This will help provide a sense of direction and motivation that can guide your team through the transition.
Acknowledge the discomfort.
Second, be honest about the discomfort that change can bring. Whether you’re changing an organizational policy, a leadership structure, an HR system, or bringing on a new staff member, all change brings a degree of stress. Despite our best efforts and superior planning, there will be bumps along the road. Be realistic about what the transition period will look like and give others a framework for navigating issues as they arise. Change is a disruption from what has always been, and, for many people, this disruption could alter their sense of belonging. Consistent encouragement and reassurance will go a long way in building team morale and ease the tension in teammates who are still navigating the change.
Adaptation takes time.
Third, don’t mistake change with adaptation. “Change” might be the starting line, but “adaptation” is the race. Once you’ve made a change there is still a period of adaptation for everyone involved. It may take longer than you realize for people to fully grasp the intricacies of a new process or system. Be patient with your team as they adjust and clearly communicate your expectations along the way.
Sometimes change has a cost.
Finally, recognize that not everyone will make the transition with you. As leaders, we do what we can to coach people through the changes that we’re bringing, but ultimately, some people may choose to bow out rather than align themselves with a shift. This is especially true with volunteer teams in our churches. Something as simple as changing how you manage schedules (or painting the lobby a new color!) may cost you a volunteer. If you find yourself at a crossroads with a volunteer, thank them for their time, remind them of the positive impact that they made during their time on the team, and (if you’re able) leave the door open for them to return to the team in the future.
Ready or not…
You may have heard the adage that “The only constant in life is change itself” and this has proven to be an unchangeable (pun intended!) truth. Walking your team through periods of change requires a unique blend of patience, determination, understanding, and grit. Whether you’re navigating a change that you’ve chosen or one that was unforeseen, guiding your team with empathy can transform challenges into achievements and bring new growth and momentum to your team. You may even surprise yourself and win over even the most change-resistant team member!
Alicia Osgood
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