In my last article, I shared about the treasure resources that can be found in transitions. These resources are the unknown, not having the answers and not having all the talents. At first glance, these resources do not look like treasures! Instead, they seem more like liabilities. But, as a leader, each of these resources can cause you to look outside of yourself. When you depend only on yourself to move through the unknown, you severely limit your potential. The gold nugget is how these resources push us to let go of control.
So, how do you use these resources to your advantage? Let me give you an example of a recent transition that a client is going through. Maybe you can relate?
1. Recognize Leadership Transitions and Celebrate
Meagan is going through a major transition with her organization. They are growing, which is great. However, this has also meant that Meagan cannot be all things to all people and cannot do it all herself. In order for Meagan to step up in her leadership, she needs to give some of the organization’s operating responsibilities to another.
Yes, this does bring up anxiety about a new unknown, but instead of focusing on the fear of the unknown, she chooses to celebrate the opportunity of the transition.
2. Listen and Look in Leadership Transitions
This new unknown has given her the opportunity to search for an answer outside of herself. She sets aside time to listen and reflect within herself for the answer. There are many options, and she feels the anxiety to come up with an answer right now. But she chooses to wait for clarity. She takes time to get feedback from those she trusts. An answer becomes clear. She has a current staff member, Cathy, who could fit this new position well.
3. Engage Relationships in Leadership Transitions
Before moving Cathy into this position, Meagan gives some tasks and decisions for Cathy to try. However, Cathy goes about these decisions and tasks from a different talent set than Meagan has. There is friction. However, this again becomes a time of opportunity, not doubt. Megan confronts Cathy on how she would have handled the situation differently.
4. Follow the Mission in Leadership Transitions
Cathy begins to doubt herself. Is she the right person for this position? Meagan and Cathy engage in conversation about how the ultimate right decisions will line up with their organization’s mission and values; however, the strategies to get there will be unique to a person’s talents.
What are Cathy’s passions? Do they line up with the organization’s mission? If so, then Cathy is in the right spot. She has the right talents, which are different than Meagan, but that is what is needed. They build trust as Cathy trusts Meagan’s leadership, and Meagan trusts to empower Cathy’s talents.
Transitions lead to unknowns, and unknowns are full of opportunities to be celebrated. Take a deep breath and slow down. Don’t just rush to find any answer to fill the unknown. Listen, look and wait for clarity, not perfection. Then engage in relationships through differences and friction. Listen to your heart and the heart of others. Follow your mission.