Change, Growth, and Succession

As much as we’d like to hit the ‘pause’ button every once in a while, change is always in play. You can plan a transition or wait for a change to happen to you. You can steer the direction or react to shifts in the ecosystem. These days, long-term strategic planning becomes obsolete before the ink is dry. More and more, teams are opting for short-cycle methods of keeping pace with the evolution of their industry. Consider this three-step process for managing constant change.

Midnight and noon both occur at 12:00. One is dark and the other is light. The Team Clock model sees the 12:00 moment as a liminal transition. When a relationship, team, or organization successfully navigates a period of change, they get to move from a state of depletion to a burst of energy. So, why is it so hard to break through? Why are so many teams willing to endure the pain of feeling stuck when the freedom of new circumstances offers relief? Often, the answer is fear.

Everything cycles. Depending on where your team is in the cycle, you might be reestablishing your foundation, building trust, preparing to innovate, or navigating change. What matters is where you are in the cycle. Reestablishing foundation requires clarity of goals. Building trust requires psychological safety. Innovation requires risk taking. Navigating change requires resilience. Wherever you are in the cycle, you’re always in the process of renewal.

It turns out that ‘retirement’ is not a moment for some of us. My 47-year career will enter its 48th year as I anticipate my 70th birthday and my first Social Security check. As these milestones occur, I’m nowhere near finishing anything professionally. In fact, I’m just getting started on a few new creative projects.

It’s graduation season. Families and friends are celebrating preschoolers, grade schoolers, middle schoolers, high schoolers, and higher-ed schoolers as they cross the threshold of transition. Growth is measured and change is anticipated. Snapshots get taken and savored.

Knowing what to do is easy. Executing is hard. Insight activates different competencies than action. The analysis phase of problem solving is fun. Brainstorm alternatives. Weigh pros and cons. Eventually, though, you have to act on an option. Here’s where things get dicey. Taking action means being responsible for the consequences of that decision. Most often, this stage requires a tolerance for change.

For most of us, learning happens every day. Most often, lessons arise from experiences rather than formal teacher-student alliances. Focused attention to the environment always illuminates or validates. When we build a connection with our surroundings, new pathways to growth open up. The same is true for formal pedagogy. It is the connection between student and teacher that becomes the ecosystem for exploration and discovery.

During turbulence, the flight attendant’s role is to portray calm. Even if they are freaking out, their job is to stay poised under stress. Airline passengers watch them carefully because, if they appear concerned, it’s time to pull down the O2 masks. With great power comes great responsibility (Voltaire 1784/Spiderman 2002). Whether asserted 240 or 22 years ago, the message is the same: If you are in a position of leadership, grow up.

Parents, teachers, mentors, and consultants live life on the fragile surface of a pedestal. It’s only a matter of time before they become human in the eyes of their children, students, followers, and clients. In the beginning of the relationship, their wisdom seems out of reach. Eventually, the gap narrows.

The Tiffany Dome was originally crafted in 1897 when the current Chicago Cultural Center opened as the then Chicago Public Library. At 38 feet in diameter, the dome holds 62,000 pieces of glass inside 243 sections. A complete restoration was finished in 2008, allowing natural light to enter the space that had been blocked since the previous restoration in the 1930’s. Teams of all shapes and sizes can learn a few things from this wide-scale, multiphase project.

We are enjoying a historic period of leadership succession as the Baby Boomers gradually age into retirement. Professional service firms often employ mandatory retirement thresholds when 62-year-olds need to find new career paths regardless of whether they are ready for a transition. Many of these colleagues are just reaching their peaks. The consequence is loss and change. When this unfolds, we lose much more than the person and their talent.

The first change that draws most people’s attention is the unfair event that alters their stability. The second kind of change is the one that you, yourself, instigate. Others react to this one like you would respond to the first type. The third kind of change is constant and quiet. We age. Our teams evolve. Succession happens. The first and second examples consume tremendous amounts of leadership and H.R. energy. What many people don’t realize is that the third is an even more valuable expenditure of time and talent.

Adult maturity has little to do with chronological age. Under stress, it has more to do with coping skills. Face it, there are children with more effective coping skills than some grown-ups. So, what in the world happens when the stakes are high and teammates have divergent views. Some move into problem-solving mode while others throw tantrums. Some lean in while others withdraw. Either way, how we manage change under normal conditions has little predictive value when things are upside down.

The period that follows upheaval is usually a time to regroup. Depending on the nature of the change, teams either recalibrate goals or focus their resources on healing. Which way the energy gets directed usually depends on whether the change was expected or unexpected – and whether the response was proactive or reactive.

Generational succession planning has left Baby Boomers with a conundrum. As the 60-somethings exit their leadership positions, they must decide how much guidance to provide the 40-somethings. These whippersnappers will likely own decision authority for the next two decades. Imagine the consequences in a family business where the heir doesn’t need to be qualified to get the job. Gulp.

Succession planning has taken on new meaning over the past few years. Prior to the pandemic, it was simply the Baby Boom generation handing over leadership reins to the GenXers. The volatility of the COVID era has forced us to view these transitions through a different lens. Since the preciousness of life is now more fragile, succession is more of a gift to future generations.

The most lasting change unfolds gradually, under the surface and invisible to onlookers. Unlike the shock of an abrupt transition, evolution quietly advances despite our inability to track its progress. Much like the roots of an old-growth tree, tendrils slowly reach out to connect with a powerful network of fuel and support. Above the ground, teams form.

The biggest enemy of change is science. Homeostasis is the scientific explanation of why living things devote their energy to staying the same. When external threats occur, the ecosystem organizes around protecting the status quo. This is why it is so hard to establish new habits. This is why it is so difficult to change a workplace culture.

There are big losses and little losses. When your favorite sports team loses a game, the disappointment is commensurate with the level of connection. The life-long fan feels worse than the casual fan. When the family pet dies, the kid who grew up feeling like Fido was a sibling feels worse than stepdad who inherited the dog when he married the kid’s mom. When a business closes due to the economic impact of a pandemic, the ripples spread beyond owners and employees to vendors, customers and communities. In each example, the greater the attachment, the greater the loss.

The aging Baby Boomer generation is gradually giving way to eager GenXers. The face of leadership has fewer wrinkles despite the weight of responsibility that will someday cause them. Professional service firms are great examples of this transition as attorneys, accountants, engineers and financial planners design their careers with specific retirement dates in mind. Succession planning anticipates these departures and develops new talent accordingly. As long at the outgoing leader is graceful and the incoming replacement is respectful, everything runs smoothly. What happens when grace and respect are subtracted from the recipe?

When we are able to be our best selves, we manage change with maturity. We acknowledge what has been lost and wrap our brains around the new conditions. We take some time to lick our wounds and then figure out what to do about the transition. We bring our best coping skills to the team and try our best to do nothing that might get us stuck or set us back. In a perfect world, the stress of the change doesn’t turn us into a child. Occasionally, these best intentions break down. Here’s what that looks like.

Two things happen on teams after a significant change. First, teammates feel depleted as the energy of the team is consumed in managing the emotional impact of the transition. Second, teammates find a way to embrace the new circumstances. As a team, everyone must answer the question, “What does this mean for us?” Privately, most teammates are wondering, “What does this mean for me?” Fortunately, you can’t answer one question without answering the other. With this, the exercise of coping effectively begins.

Like the sprinter who discovers his shoelaces untied in the middle of a race, sometimes we’re moving too fast to fix a critical problem. Such is the challenge of rapid growth. The demand for our services outpaces our ability to add resources. We enter triage mode. Everyone focuses on the highest priorities and agrees to neglect less important needs. Over time, this takes its toll on a team. What would happen if the sprinter stopped to tie his shoes?

The first reaction to a loss is usually disappointment. Something has changed. Things aren’t the way they used to be. When a team is in transition, it’s difficult to see the benefits. When you add stress to the situation, it’s even harder to appreciate the value of the loss. Energy gets depleted and hope is diminished. So, why do we need to lose something to gain something?

Sometimes change happens faster than humans can cope. Despite our best intentions to adapt with maturity, the pace of change surpasses our stress threshold. Most teammates want to be their best selves during transitions. Unfortunately, rapid and unexpected transitions have a way of bringing out the child in some of us. What kind of teammate do you become when the pressure is intense?

Every team has a lifespan. The building blocks of development are constructed during the team’s infancy and tested throughout its childhood and adolescence. Once the team has matured into adulthood, performance is measured and remeasured as teammates manage obstacles, challenges, and changes through many cycles of growth. With each round, a new opportunity to thrive is welcomed. In what stage is your team today?

Another change has been announced. The team is still reeling from the last transition. The new future, while visionary, may not have factored in the view from the ground level. The team will be asked to achieve ambitious goals crafted by colleagues in a boardroom. How do we make it real? Everyone has a role.

It ends with a mass exodus. It begins with key talent frustrated with lack of support being lured to greener pastures. The mounting turnover consumes too much of leadership’s time and attention. The team soon spirals to survival mode where tasks related to mission and vision become low priorities. All effort is focused on urgent recruitment, just-in-time training, and plugging holes. Although painful, it’s perfect timing to reboot the culture.

Every relationship, team, and organization can become more effective. Few, however, are ready to take on the burden of evolving. Living, breathing ecosystems are always in a temporary stage of development. Teams, therefore, are constantly faced with a choice about attending to or ignoring the symptoms indicating the need to adapt. Most opt for the comfort and consequences of staying the same. Consider these six motives for embracing the discomfort of growth and moving your team forward:

Team succession happens formally and informally. When formal, high potential talent is promoted to greater responsibility under the mentorship of someone above them on the organizational chart. Often, a new title gets printed on a business card. When informal, the daily delivery of skill, initiative, and engagement creates opportunities that can’t help but get noticed. While there may not be a new title on the business card, these teammates end up under someone’s wing where resources and support can have immediate bearing. Because they’ve been sponsored, every day is a job interview. So, what’s the difference between mentorship and sponsorship?

As much a sameness brings comfort, the constant nature of change forces us to become experts at managing transitions. Changing jobs. Changing seasons. Changing teammates. Changing leadership. Changing health. Changing direction. Changing priorities. Regardless of what event defines the transition, adapting has two vital components: mourning loss and refocusing on new circumstances. Name the pain and then work the problem. Consider these case examples:

Whenever you add or subtract a member, you have a new team. Depending on the role and profile of the transition, the change can be significant. To minimize the impact, most teams try to keep as much the same as possible. Let the new members join the old club. The healthiest teams recognize the window of opportunity to re-anchor mission, values, and engagement. Here’s how:

Unfortunately for most teams, succession decisions are reactive. A valuable talent got hit by the proverbial bus and the scramble ensued. A top performer was lured away by a shiny opportunity taking her client list with her. Leadership neglected to read the tea leaves of dissatisfaction and had to devote costly energy and attention to recruitment rather than retention. What might happen if the future was predictable? How might an organization approach succession planning?

We are about five years away from the boomer generation becoming a minority in the workforce. The change in demographics has businesses dusting off succession planning documents and asking increasingly urgent questions about strategic direction, talent quality, bench strength, and legacy. Leaders face a critical choice to begin the process: set the table for my successor or leave a mess for someone else to clean up?

We all perform well under normal circumstances. Poise stands out under stress. When the heat is turned up, look for the teammate with the best coping skills to lead the way. That’s not always the designated leader. It’s usually whoever has the most relevant experience with managing crisis effectively. Often, it’s the teammate with a trauma history. Do you know anyone who has been through a traumatic event?

One of the pleasant surprises of the 2014 World Cup is the artistry coming from unexpected teams and unheralded talent. Odds-makers and media experts have been forced to recalibrate their predictions. Savvy veterans are welcoming their youthful successors with appreciative celebration. The professional sports industry seems to embrace the seasonality of teams more effectively than other business sectors. Perhaps we should take a lesson.

The rising star was humbled by receiving an award named for a former rising star that had forged a legacy in the organization. Who knows, someday an award might be christened in her honor and bestowed upon one of her children’s peers. Succession moves in dynamic cycles as the wealth of knowledge is passed on and new leaders are created.

Sitting in the lobby waiting to be greeted by the company’s chief human resources officer, I took in the decor. Workspace design is often the first clue to an organization’s mission. This particular organization was the parent company for over a dozen global businesses. Each business logo was proudly displayed on a sign attached to a post embedded deeply into a massive foundation of granite. The message was clear.

An international gathering of small business owners attracted a diverse crowd at this year’s ISSA North America 2012 convention in Chicago’s McCormick Place. The convention floor was crawling with entrepreneurs in search of innovative products and methods. When I arrived at the podium to deliver my keynote address, “Building Great Teams,” the audience was already energized. I began my presentation with a story.

Tom sat at his desk with his head in his hands, frustrated about the challenge his boss had just laid in his lap. The report, the one that takes a week to complete, had to be turned in three days early. He knew the team would balk. He could picture Andrea’s reaction as she considered the extra time she’d have to take away from her kids to meet the deadline. He knew Jim would stomp around, angry that he was going to miss the big game. Gloria would deal with it without complaining because she’s motivated by getting the job done on time and well.

Sometimes it takes a unique perspective to find a solution. We can work as hard as we like, but the answer remains hidden until perspective is adjusted. Sometimes that perspective has to come from outside ourselves, and accepting it becomes the challenge.

We’re all wired with indelible traits and talents. What happens when new requirements of a team mandate a change in core character? Are humans truly capable of transforming?

The band has been together for 25 years through various changes in personnel. Add a bass player…find a new drummer…introduce a talented new lead guitarist…stumble upon a vocalist. Through all the transformations, the band adapted and kept generating good music. That is, until recently, when the rules changed.

What are the fundamental principles of effective change management?

One of the greatest gifts of change is new talent. While some teammates get mired in mourning who they’ve lost, others reinvest in who they’ve gained. How does a team best leverage this change for success?

Twenty-five years after the original formation of the band, the music continues to evolve despite numerous changes in membership.

Welcome back to the Team Clock Institute’s monthly newsletter. Each month, Breakthrough Teams will invite readers to participate in an Ask/Apply/Act model:
Ask: this month’s team challenge
Apply: example story
Act: action steps for consideration