Maintaining Team Cohesion During Transition Periods

As an A-10 pilot, launching on a mission often meant facing the unknown—uncertainty about what we’d encounter, how plans might change, and what challenges awaited. In those moments, it wasn’t just about staying focused; it was about leading with clarity and purpose to ensure the mission succeeded. As leaders, our mindset and actions set the tone for how teams navigate uncertainty. It’s not just about guiding them through the turbulence; it’s about inspiring confidence, maintaining focus, and ensuring the team stays motivated and engaged. Here’s what I’ve learned about leading effectively during times of change: 1️⃣ Model Calm & Confidence: When the path ahead is unclear, your team looks to you for cues. Staying composed—even when you don’t have all the answers—reduces anxiety and builds trust. 💡 Tip: Use clear, concise, correct communication to show control, even if you’re still processing the situation internally. 2️⃣ Balance Transparency with Optimism: Be honest about challenges while emphasizing opportunities. Acknowledge difficulties but focus on solutions and remind your team of their strengths. 💡 Tip: Frame obstacles as opportunities for growth and innovation. 3️⃣ Empower Decision-Making: Change often demands swift decisions. Trust your team’s expertise and avoid micromanaging. Empowering others not only reduces bottlenecks but boosts morale. 💡 Tip: Provide clear decision-making guidelines to ensure everyone knows their boundaries and responsibilities. 4️⃣ Prioritize Communication & Connection: In uncertain times, silence creates more doubt. Frequent updates, even if incomplete, help keep the team informed and aligned. 💡 Tip: Schedule informal check-ins to address concerns. Walk around and talk to your team members. 5️⃣ Focus on Long-Term Strategy: While addressing immediate challenges, keep the big picture in sight. Help your team understand how today’s actions connect to tomorrow’s goals. 💡 Tip: Reinforce the team’s sense of purpose by connecting their work to the larger mission or goal. When people understand why their efforts matter, it inspires resilience and keeps them motivated through uncertainty. By taking these steps, you not only navigate the current challenge but also prepare your team to handle future changes with confidence and resilience. #leadership #LeadershipDevelopment #FlyingInTheFaceOfFear

A common communications problem I see in organizations with low-trust cultures: 🔺 Executive team makes a major decision that will change the company's direction or structure, a key employee experience, or a core process/tool. 🚨 All employees are notified at the same time - including people leaders and managers (because "this is HIGHLY sensitive and we can't risk a leak!") ⁉️ Employees instantly turn to their managers: "What does this mean for me?" 🤷♀️ Managers have NO idea because they just found out too. 😣 Employees are anxious, managers are anxious AND frustrated (not to mentioned embarrassed for feeling out of the loop). 👎 Productivity drops, morale suffers, and intent to leave rises. Managers are either your culture's biggest pain point or biggest success factor. The difference is you - not them. The difference is how well you empower them to actively advocate for the company's direction and goals and set them up to successfully lead their teams through these moments. The difference is trust. Here's an alternative way that scenario can play out in a high-trust, high-functioning culture: 🔺 Executive team makes a major decision that will change the company's direction or structure, a key employee experience, or a core process/tool. 💡 Executive team meets with all people leaders and managers a day before the internal company announcement. They inform them of the decision; provide background context that may not be appropriate for a broader audience; share resources to help managers support employees and answer anticipated questions; and give them time to absorb the change themselves and prepare for their team's response. 🚨 All employees are notified and are immediately invited to a team meeting by their manager. ⁉️ Employees instantly turn to their managers: "What does this mean for me?" 🤷♀️ Managers reiterate key company talking points plus add context unique to the team that helps put the change in perspective. They share links and points of contact for additional questions. They provide clear next steps for the team on how they are going to implement the change. 😣 Employees are processing the change, but feel in control. Managers feel prepared and valuable and a part of the broader leadership team. They are invested in a successful outcome. 👍 Productivity holds steady. Trust and morale increase because people feel respected. Empowered managers are sturdy leaders. Better yet, by bringing your managers into the 'room', you increase their self-confidence and deepen their commitment to the company by enabling them to be good at their jobs. Win-win. Again and again. #Culture #LeadershipDevelopment #InternalCommunications #ManagerDevelopment #Trust #Transparency

STORY TIME - If your team is going around, you to get the "real" answer, they aren't doing anything wrong, you are.   There is a difference between an open door policy where you encourage interaction with Sr. Leadership and one that is born from loss of trust. The first one shows confidence in your role and no concerns about the interaction with your direct leader and your team.   The second one shows that your team doesn't trust your messaging or answers and is a toxic environment.   Here's a real-life story.   When I was a leader at another company, I learned that our market would be taken over by a competitor.   No one was guaranteed a new role and there were going to be some pretty large changes.   From there I knew the day was going to come when I would need to help with change and transition.   My main focus and concern were clear - I wanted all of the affected associates to have a home, a plan, or a positive outlook. I also wanted to be sure they were doing so while maintaining productivity and protecting their income.   The outcome?   The team was well prepared for the transition   People who wanted to join the new company prepared for interviews with me and aligned their business focus. This ensured continuity in their lives with the new organization.   Those who weren't selected to move on were prepared for another role and offer in hand (they knew where they stood).   We had 0 attrition with the announcement happening months before the actual transition date.   We continued to be productive, setting the new team and org up for success.   Several were not only hired but elevated to better positions within the new organization within 6-12 months.   I took the opportunity to redefine my career in different terms (partially brought on by a life event) and learned an incredible amount from the experience.   How was it done? From the start, I wanted to be in charge of communicating with my team. I wanted to keep them updated and make sure they felt comfortable and secure. Panic wasn't an option.   I applied the 12 Steps but also had to improve as a leader for this significant impact, so I studied Change Management and how to help others in large transitions.   I regularly spoke with senior leaders who were above my rank to understand what, when, and why things were happening. I didn't let the title prevent me as I knew we all had a common goal for the transition. This allowed me to process decisions, directions, and deadlines to so I could navigate the team through.   I was transparent and honest with the team. If I saw signs that a newer associate might not advance, I helped them make the most of their remaining time and coached them to explore other options. There was no burying our heads in the sand.   We kept the culture alive - Mine has a lot of corny jokes in the mix, so there was always an element of fun.   We kept being professionals - Don't tarnish your brand because you are dealt an uncertain hand.   Continued in the comments ⬇