While attending APTA’s various conferences this past year, fear and uncertainty crept their way into many of the discussions- either overtly or subtly. In many ways it felt like we re-entered the era of COVID with face masks, distancing, and ignoring our neighbors. But this time it was based on new disruptions, such as, the impacts of AI, federal administrative change and its impacts, funding uncertainties, and more.

Without getting into politics, what I do know and have specialized in for over 30 years is… human beings respond or react to change in a consistent way, especially when it’s outside of one’s control. The intensity may vary but the psychology of how one deals with change[1] is constant. According to a 2024 Forbes article, the rate of change impacting businesses has increased by 183% over the past four years, and 52% of C-suite leaders admit they are not fully prepared for this accelerating pace.

The good news is that one can develop the ability to change and remain resilient. Positive change and what’s perceived as negative change can both be catalysts for growth, innovation, and discovery if one can move past the fear, denial, and resistance.

Even good change can lead to feelings of being stuck, frustrated, or resentful. Think about it… Having children is a wonderful gift and a beautiful, life-changing experience... AND it’s beyond disruptive.

Upon the birth of our firstborn child, Claire, my husband still thought he could play golf whenever he wanted to. Hysterical! While pregnant, I felt I could speak before hundreds of people without hurling from “morning” sickness. In that moment, my daughter Claire was in charge, not me…that remains true at her ripe age of 27. 

Just like now in this moment, there are things outside our control that might make us feel like throwing up or wanting to escape to a golf course. The psychology of change can result in what I call the victim mentality, and it is alive and well today. Just know that it’s normal and okay…but only for a time. It’s OK to visit the “victim” state, but it’s not OK to move there permanently. 

The question is, how will you respond to these current challenges, especially as a leader? You have a choice — you can either react or respond, step away or step up, shrink or go big. However, how you decide to show up in this moment will have a lasting impact on those around you, the ultimate success of your organization, your personal growth, and your reputation as a leader.

The good news is that, as leaders, we’ve navigated one of the most disruptive times in our country’s recent history — the COVID-19 pandemic. 

For some, the toll was devastating and deeply personal. And yet, many of us emerged with greater resilience, clarity, and purpose. We’ve learned about the importance of adaptability, innovative thinking, effective communication, clear vision, guidance, compassion, balancing work/home priorities, and turning off device cameras when using the bathroom. 

The following are tips to consider as you navigate through these current times.

Insist on Adaptability as a Competency 

This leadership competency has been on the rise for the past 25 years, with technology playing a significant role in bringing it to the forefront. The pandemic further reinforced its importance in both business and life-threatening ways.

Disruption can be good — it keeps us awake, alive, and alert. 

Consider how GE pivoted during the COVID-19 pandemic by manufacturing ventilators. Look how facile we’ve become at managing virtual meetings and technology in general. That said, how we manage disruption and behave as leaders is critical. Done right, it can be an excellent catalyst for innovation. 

Leaders who possess the quality of adaptability are the ones who will survive and thrive in the future. Consider it a key differentiator when interviewing and hiring new employees.

Share the Dilemma with Your Team and Seek Solutions Together

As leaders, it’s common to feel like we must have all the answers. You might think, Won’t not having the answers decrease employees’ respect and confidence in me as a leader? First, get over yourself. 

Second, handled right, it can actually have the opposite effect by increasing the level of respect and confidence others have in you, while simultaneously giving employees an increased sense of control. 

Take, for example, AI. As many are experiencing, there is tremendous fear surrounding AI and its potential implications for every aspect of our organizations and jobs. 

Try this…bring your team together to discuss AI and do the following:

• Share the purpose of the meeting: AI and its implications, and brainstorm solutions.

• Share the challenge in clinical terms. 

• Allow employees to share, vent, express their feelings, concerns, and issues about it, and ask questions (positive and less-than-positive). No judgment allowed, reactions, or problem-solving at this point.

• Separate their issues into three categories: 1) Have complete control/influence; 2) have partial control/influence; 3) have no control/influence (press them here — are they sure they have absolutely no influence or control?)

• For categories 1 and 2 — discuss, debate, and decide on the top three highest/most pressing issues.

• Break the team into three groups, each being assigned an issue. Their task is to brainstorm solutions (no or low cost) and present the top solutions back to the group.

• As the leader, approve what you can.

Overcommunicate

In times of change, there is no such thing as overcommunicating. 

What we often see with organizations is an emphasis on external communications, marketing, and branding, while internal communication suffers and is typically an afterthought, even under normal circumstances.  Add a crisis or disruption on top of that, and confusion and distrust are sure to fester, leaving leaders with now layered problems, not just one.

According to one of our recent client surveys that elicited employee and leadership needs during uncertain times, respondents were asked, “What support do you most need to navigate your team and yourself through uncertainty?”42% desired better communication from leadership. One respondent said, “Our department Head sits in his office with the door shut…all day. Offers no support, no guidance, no positive reinforcement.” 

When employees are feeling alone, confused, or unsure, disappearing as a leader is not an option.

In the absence of information and communication, employees will fill in the gaps with negative assumptions, gossip, rumors, resentment, and feelings of insecurity. Organizations will benefit by doing the following:

• Socialize any change as opposed to announcing it after it’s fully baked.

• Bring employees along in what leaders are thinking — transparency.

• Designate an internal communications point-person who is the go-to for all information coming in or out related to the change. 

• Craft messaging plans and scripts that all leaders use to ensure message frequency and consistency.

• Solicit employee questions often and respond with truth, even if it’s tough. Focus more on listening and acknowledging, rather than selling and telling. 

Support Your Team 

To navigate times of change, an organization’s workforce is its lifeline. 

According to our survey, the top two most significant leadership challenges for organizations during uncertainty and change are addressing employee fears/concerns (42%) and motivating employees to continue their work (42%).

To address employee fears and concerns, leaders will benefit by checking in often and just listening. Pose this question at staff meetings: “Who’s heard the best rumor lately?” This enables leaders to identify and address employee concerns, debunk misinformation, and replace speculation with facts.

To keep employees motivated, leaders should focus on what can be done versus what can’t be done. 

In Stephen Covey’s Seven Habits of Highly Effective People, he introduces a concept that reinforces this fact — Circles of Influence (things we have control over) and Concern (things we have no control over). 

During times of change and challenge, employees’ circle of concern grows larger, and in today’s case, is exacerbated by negative news stories, while they experience their circle of influence as shrinking — real or not. 

To keep employees motivated, encourage employees to limit news intake and instead focus on things that are within an organization’s and employees’ control, such as allowing them to participate in decision-making, giving them kudos and encouragement frequently, and every day making it a point to share good news — even if it’s small. Brainstorm with your team on challenges the team, department, and/or organization has control over and make solutions your focus, rather than breeding negativity.

Think Beyond the Uncertainty or Change

With change and uncertainty seemingly occupying more mental space than warranted, thinking beyond tomorrow is essential. Organizations must envision their future state as they transition out of a state of insecurity and concern and enliven teams to join in this effort. What needs to happen now…to better position the organization later?

It’s like a rose bush that requires pruning to prepare it for full bloom later. Let these current circumstances serve as an opportunity to review and prune, so a beautiful bush of promise emerges later. Think of this moment as an opportunity to be conscious and reflect on reshaping your business, rebuilding your teams, and transforming as leaders.

There’s a centuries-old Japanese art form called Kintsugi, which centers on the repairing of broken pottery and patching its imperfections and cracks with gold. This art form is based on the philosophy that the pot’s brokenness actually enriches it, mends the scars with new life, and allows it to emerge as more interesting and beautiful. That’s what times like these can be about — collecting the broken pieces, rebuilding, and emerging elegantly transformed.   

[1] Kubler-Ross, Change Curve Psychology Model

About the Author: Teri Fisher is CEO/Managing Partner at Insight Strategies, a Los Angeles-based consulting, coaching, and training company that is proudly woman-owned, has been in business since 1994.