How To Keep Teams Focused During Change

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

I’ve had to protect my team in the past, particularly when their time or focus was at risk. I’ve seen this happen at companies like Microsoft, Google, and Amazon, where mandates and initiatives would stack during the same timeframe. While each initiative alone might have been reasonable, together they overburdened the teams. Those compiled costs may be invisible to the folks driving the individual mandates. You may have seen teams get overwhelmed by a major release, a review cycle, and bi-annual business planning all at once. This type of time management stress is usually manageable, but there are times when teams can be stretched too thin and compromise morale and quality. When you witness this, I believe it’s crucial to step in. You will hear from your team and you need to be close enough to the issues to decide how to respond. This can be tricky for a leader: on one hand, you want to ensure your team can succeed; on the other, you’re part of the broader leadership and need to support the decisions being made. Sometimes, you have very little room to maneuver. In those cases, I find it most effective to have a private conversation with key decision-makers. Meeting behind closed doors allows you to present the reality of your team’s capacity without putting anyone on the spot. Armed with clear data or project plans, you can often negotiate more realistic timelines or priorities. Another common pressure is when stakeholders create frequent direction changes. Repeated shifts in goals or features will thrash your team and waste energy. This often reflects deeper issues with strategy, alignment, and communication. However, you may not have time for a complete overhaul of your planning processes, and you still need a way to prevent thrash. A short-term fix is to set firm near-term milestones or “freeze” dates, after which any changes must go through a formal triage process. This ensures that if changes are necessary, they follow a transparent, deliberate sequence rather than blindsiding. After the freeze, broader project changes can be considered. Ultimately, I see my responsibility as a leader as fostering an environment where my team can perform at a high level, stay motivated, and avoid burnout. Part of a leader's role is to protect their team’s capability and long-term health. There will always be sprints and times when you need to push, but you also need to consider the long view and put on the brakes when required. People who feel supported are more productive, more creative, and likely to stay engaged.

If I were asked what I’m advising nonprofit Executive Directors and CEOs on right now, it's this. Focus on helping your team reduce the noise and focus on what truly matters. Federal funding shifts, executive orders, labor market issues, AI coming for everyone's jobs. They’re real and they’re swirling. But the strongest teams I work with don’t let all that noise dictate their days. Or their focus. 1. Don’t underestimate the power of your culture. That’s what keeps your team steady when the environment is anything but. 2. Don’t overestimate the headlines. They’re important, but they don't move your mission. Focus on building clarity around what’s essential. Focus on reinforcing the culture that makes your work durable. Even when the operating environment is anything but. • 𝗠𝗼𝗱𝗲𝗹 𝘁𝗵𝗲 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿 𝗬𝗼𝘂 𝗪𝗮𝗻𝘁 𝘁𝗼 𝗦𝗲𝗲: Leaders must lead by example. If you want focus and calm, show focus and calm.    • 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗥𝗲𝗹𝗲𝗻𝘁𝗹𝗲𝘀𝘀𝗹𝘆: Over-communicate what matters most. Clarity comes from repetition and reinforcement.    • 𝗔𝘀𝗸 𝗳𝗼𝗿 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸: Don’t assume you know what’s working or not. Actively seek input from your team and constituents.    • 𝗦𝘁𝗮𝘆 𝗚𝗿𝗼𝘂𝗻𝗱𝗲𝗱 𝗶𝗻 𝗩𝗮𝗹𝘂𝗲𝘀: In turbulent operating environments, values act as a compass. Keep them front and center to guide decisions.    • 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲, 𝗡𝗼𝘁 𝘁𝗵𝗲 𝗣𝗮𝘀𝘁: Avoid getting stuck in what’s been done. Help your team see where you’re going next.    • 𝗕𝗲 𝗪𝗶𝗹𝗹𝗶𝗻𝗴 𝘁𝗼 𝗟𝗲𝘁 𝗚𝗼: What worked yesterday might not tomorrow. Be ready to adapt your own habits and expectations. The swirl won’t stop. But your team doesn’t have to spin with it.

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

Uncertainty is exhausting. Think back to a time when you faced major uncertainty in a relationship, your finances, or your career. You know the feeling - the path blurs, our minds race, and questions multiply, draining our energy completely. In my experience as an Army officer and executive coach, I've observed that organizations function similarly. The difference is they get their power from the collective energy of their people—the focus, motivation, and drive that fuels progress. Just as individuals become overwhelmed by ambiguity, organizations waste precious resources navigating unclear directions and shifting priorities. The cost? Staggering. The 2022 State of Business Communication report reveals that poor workplace communication wastes nearly an entire day per employee per week. Add policy reversals and leadership turnover, and the drain multiplies exponentially. These conditions create an organizational energy crisis where your team is no longer making progress but merely trying to survive. Three critical energy drains emerge consistently: o Constant Reorientation: Teams spend hours deciphering intent when policies shift rapidly or directives are unclear o Priority Whiplash: Daily "top priorities" replace yesterday's focus, keeping teams trapped in firefighting rather than advancing strategic objectives o Leadership Transitions: New voices bring new expectations, forcing teams to reset expectations Ironically, these drains often intensify during efficiency initiatives. Leaders implement new systems and restructure workplaces while their organizations hemorrhage energy navigating the resulting change. Efficiency isn't created by doing more with less but through clear and consistent communication. If you or your team are feeling the drain, try these approaches: o Simplify the Mission: Clearly communicate both the task (what) and purpose (why) o Communicate Consistently: Regular updates prevent speculation and build trust when needed most o Slow Down to Speed Up: Taking a moment to breathe from time to time will ensure your calm presence becomes an anchor for your team When clarity replaces confusion, organizational energy shifts dramatically. Teams redirect their power from constant churn and concern to productive pursuits that move the organization forward. They don't just endure change, they drive it. What energy drain affects your organization most? What strategies have helped you create clarity? Share below—I'm genuinely interested in your perspective. #leadership #management #navigatinguncertainty

Most leaders fail during major transitions. Here’s how to avoid it. I once watched a leadership team crumble during a major restructuring. Top players quit. Execution stalled. The CEO froze. Most leaders fail in moments of transition: → New ownership → Restructures and pivots → Big hires and team shake-ups When uncertainty hits, people freeze, protect their turf, or quit. The best leaders? They speed up trust, remove friction, and keep execution on track. Bill Campbell, the legendary coach behind Apple and Google, taught top CEOs how to lead through uncertainty. His 1:1 leadership principles built some of the greatest teams in the world. But his true measure of leadership? "The Yardstick. Measure your own success by the success of others." The best leaders don’t focus on proving themselves. They focus on elevating the people around them. So what if we applied Bill Campbell’s 1:1 leadership principles to change management? Here’s how👇 How to Lead Through Change Using Bill Campbell’s 1:1 Principles: 1️⃣ Speed up trust or lose your best people In times of change, silence breeds fear. Meet 1:1 with key players immediately, ask: “What’s working?” “What’s broken?” If they don’t feel heard, they’ll start looking elsewhere. 2️⃣ Shift from proving to empowering Most new leaders overcontrol. And lose their best people. Instead of dictating, ask: “What’s one thing to double down on?” Give ownership, not orders. 3️⃣ Kill friction before it kills execution Change creates silos and bottlenecks. Fix it by forcing peer accountability: “What’s the biggest blocker from another team?” “How can we solve it together?” Great leaders don’t just run departments. They align execution. 4️⃣ Re-sell the vision every 2 weeks During transitions, people forget fast. Repeating the vision isn't redundant. It's leadership. Every 2 weeks, reinforce: “Where we’re going.” “Why this change matters.” “How each person contributes.” 5️⃣ Make innovation a daily habit Uncertainty breeds fear. And fear kills creativity. To keep teams proactive, ask: “What experiment should we run this month?” “If you had full control, what’s the first change?” Execution-first teams outlast uncertainty. ↓↓↓ Do this, and your team will execute through any change. What’s the hardest part of leading a transition? Drop your experience in the comments. ♻️ Repost so your team sees this. ➕ Follow for more leadership strategies.

Starting a new initiative is exciting and requires shifting your team focus. But there is a problem. It's hard to shift to something new. Your team is deeply involved in daily operations, bugs and minor enhancements. Asking them to shift focus to something entirely new is a challenge and an uphill battle. This is because your team is very clear on the current work. They know the stakeholders inside and out, understand the customer's problems, and are well-equipped with solutions. However, the new initiative comes with unclarity and uncertainty. Ideas and requirements need to be clarified and are still being fleshed out. But here’s the kicker. While your team is reluctant to let go of what they know, delaying the start of the new initiative only shortens the time available for it—or worse, pushes its launch further down the line. So, how do you overcome this? I have been in this situation many times, and the following ideas worked well for me. 1. Communicate the ‘Why’ with the team. Explain to your team why this new initiative is crucial. Show them how this shift will benefit your users, consumers, and the company. When the team understands the bigger picture, they’re more likely to embrace the change. 2. Apply top-down planning Pick an arbitrary date—three or six months from now—and plan your activities leading up to and following the launch. Break down the initiative into smaller, manageable pieces and estimate how these will fit together. This high-level roadmap will give your team a clear idea of what to expect and how to align their efforts. 3. Balance current work with new priorities Identify activities that can run parallel to the current work—such as brainstorming ideas, validating requirements, or developing initial mockups. Your team can handle the new initiative by addressing dependencies early without neglecting ongoing responsibilities. You can encourage your team to voice concerns, ask questions, and contribute ideas. This ongoing communication will help maintain momentum and ensure everyone stays aligned with the shifting priorities. Delays in starting a new initiative can mean delays in delivering value to your consumers. By planning strategically and creating a shared understanding of the new priorities, you can help your team make the shift smoothly and effectively. P.S. What’s the biggest challenge you face when launching a new initiative? Let’s discuss this in the comments!