Adapting to Business Change: 7 Powerful Techniques to Flourish in your Job

Saying "Be positive" is not always be the most effective approach. We can't flip a switch and suddenly feel positive. What we need to do is a more gentler approach that helps us feel relief and find the hidden positives in what worries us. Instead of ruminating on the negatives, ask yourself:

 

 

You have a choice in how you view the cards life gave you. It doesn't matter if your responses are 100% accurate. What matters is that you view the present in a manner that helps you capitalise on opportunities right now.

 

One of the things I say about Achievement Zone leaders is that they are focused on finding solutions, rather than fixing problems. They believe there is a solution for everything and they empower their people to use their knowledge, talents and potential.

 

It means knowing the difference between linear and non-linear problems. In the book, Toolkit for Turbulence by Graham Winter and Martin Bean, they identify that linear problems have a known or logical solution. While non-linear problems don't have a perfect solution and require tough decisions and trade-offs. This requires having an adaptive mindset  that embraces new perspectives, rather than a defensive mindset that resists challenges and potential risks.

 

Most workplace problems are non-linear. They are tough and tricky to work with. Being focused on solutions rather than problems means being able to reorient yourself, and your team, to find the solutions and opportunities during the turmoil. It brings more ease, calm and flow to your team.

This can include asking curious questions that open up choices and possibilities:

• How can we look at this differently?
• Just for fun, what if we think of it this way?
• What's the opportunity here?
• How else could you look at this?

The more you get your team to stay in the energy of the solution, the more quickly they will find it. Most times, it will be when they are not even thinking about it.

 

 

Our words are more powerful than we think. They give us insight into how we feel. Make sure your words are empowering to both yourself and your people.

 

Leaders who are reactive and out of control with their emotions use language that can unintentionally create more fear and anxiety in their team, as well as create more distrust in leadership.

Negative language and reactions can hinder people's ability to discover solutions, potentially leading them into a downward spiral of fear and worry.

 

Amidst organisational change, it's natural not to align with every choice senior leadership makes. 

 

When communicating with your team, refrain from scapegoating senior management. While it's important to acknowledge any disappointment you may feel, it's crucial to avoid displaying anger or resentment in the process.

 

This means avoiding phrases like:

 

 

Instead, your job is to provide information as to how the decision was made. Collect all relevant data, ensuring to enquire further with management about the process behind reaching the decision.

 

According to Ron Carucci, the CEO of Navalent, good questions to ask include:

 

Not only that, sharing your thinking provides people with a blueprint on decision-making – a powerful training tool. This can be a helpful technique that stops the knee-jerk reaction of complaining about others.

6. Seek Valuable Support

Having a solid professional support system can be invaluable when navigating through periods of change.

This can include relationships with colleagues, so you can decompress and bond over shared experiences. However, falling into a cycle of gossip and finger-pointing is counter-productive. It will be much harder to pick yourself up and dust yourself off, if venting and complaining becomes part of your day.

There can also be negative consequences to your career with over-sharing. A better option is to confide in trusted personal networks outside of work that provide you with a different perspective. Rather than regurgitating the same negative stories with your colleagues in arms.

Research has found that joining communities of practice for leaders can be a significant shaper of professional identity where you have the opportunity to engage in dialogue, exchange feedback, and explore ideas with others. These interactions can positively  influence your leadership education, helping you explore your beliefs with others who have many years of experience and expertise. A good example is the Tribe of Trusted Leaders Community which has been designed to support leaders to navigate change, uplift their teams and be inspired by others.

Having a mentor or coach can also be helpful to get external, impartial advice.