Sustaining Energy During Transitions

"Assume what motivates you, motivates others."

Change, the transition from one state to another, for an individual or an organisation, brings with it uncertainty and is invariably more complex and troubling than we might first expect.

As leaders and managers we can't presume we have people's trust at the start of the change. We have to earn trust and then we can mobilise people to the cause. Once moving, people will look to us for steadiness and competence - perhaps even a surefootedness in the turbulence of a changing situation.

Having character and the capacity to engage fully with the complexity of the transition helps to earn people's trust in us as the promoters of change in pursuit of improvement. But, much more is required of us in these evermore demanding roles.

To really move people we must give a voice to their own desires, to inspire them to deliver better. To do this requires the creation of a shared vision, which is a vital element in uniting people to navigate through the sometimes choppy waters of major transitions. We can really shift organisations if we give voice to people's own hopes about what their team or organisation is all about and capable of delivering. The vision pronounced from on high will never do the same job as the one co-created by and through engaged employees.

As leaders we need an authentic core; an inner steel of honesty and integrity that is evidenced by our consistent behaviour, particularly under pressure. The 'rules' apply to us just as much as they do to 'front-line' colleagues. Humility, i.e. not being arrogant or condescending, is closely allied to honesty in inspiring people to follow the lead we offer. We are not perfect, who is, and these qualities are not about perfection, they speak to a different imperative, that of excellence, doing the right thing, exhibiting sound judgement and being collaborative.

So, if we are seeking to inspire people to do the extraordinary, the different and the difficult, what are some of the ways to motivate others?

1. Start with the truth. Confront reality. Set high expectations and aspirations and march pragmatically from reality towards that aspiration. Along the way, remind people how far they have come and how much closer they are to achieving their goals.


2. Get excited about doing something really grand. People can work with an intensity and passion with the knowledge that they are achieving something rare and marvellous.


3. Respect people and find ways for them to make a contribution.


4. Adhere to simple values; honesty, fairness, generosity - and don't compromise your standards or ask others to.


5. Talking to people once a quarter isn't enough. You have to repeat messages of direction, inspiration and comfort daily in a variety of forms. Constant and consistent communication helps people to feel part of the team and respected.


6. Helping people to try things that are personally 'risky' is a tough motivational challenge.We can't and shouldn't want to eliminate all risks but we do want people to go into the uncomfortable space where they and their organisations can achieve extraordinary results. We do this through open and frank discussion about the likelihood of success; clear roles and accountabilities; by spreading risk across the team and organisation and by providing visible and confident support regardless of the end result.
7. And finally, we need to move quickly towards a goal, particularly if it involves pain. Time is frequently not a friend. Consensus building might not work. So give people permission to move fast and make some mistakes, as long as the actions are in keeping with the organisation's values. Speed damps down resentment, turf issues and paralysis by analysis.

Good luck.