Change
Working in the technology field for 25 years has taught me a lot about change; mostly that I do not like it. How is that for a dose of honestly? I do not like change. I came to this realization slowly over many years of frustration. I would just be getting the hang of some new-fangled tech when it would become obsolete. With a career that is filled with change, this came as a surprise to me. I somehow learned to cope with the ever-present change.
I wish I had come across the book by William Bridges called Transitions: Making Sense of Life's Changes earlier in my career. It changed my life (pun intended) and would have made my journey more manageable, if not easier. Bridges’ book helped me come to terms, literally, with change. What I came to understand is that how I felt about change was completely normal. I have since found a graphic that sums it up nicely:
All changes, good or bad, come with an emotional transition period. Sometimes this adjustment happens as quickly as the speed of a few thoughts, however, sometimes it happens over a very long period of time. The sad reality is that if the change process is handled poorly, it can cycle over and over again. Bridges’ book states:
The model highlights the difference between change and transition. Change happens to people. Transition, on the other hand, is internal: it's what happens inside people's minds when they're presented with change.
As a leader, it is part of our mission to be ambassadors of change. It is a massive responsibility, especially when you are not particularly onboard with the change or it has a negative impact on your team. It is important to acknowledge the emotional side of change as much as being the champion for the change itself. Developing a toolkit to help ride the roller coaster of change is vital. Bridges’ book offers several tips for change; however, I found the Kubler-Ross change curve more helpful.
Sucks
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