In today’s business landscape, we’re finding that 90% of our conversations with clients revolve around transformation and restructuring.
Whether it’s reshaping business models, reorganising structures, downsizing, consolidating, or expanding into new markets, the pressure to adapt is significant.
Navigating these changes and unlocking the power of leadership to guide through uncertainty with clarity and empathy plays a critical role in helping businesses not only survive but thrive.
To share some insights on the crucial role leaders can play, we turned to Steve Jefferys, one of our experienced executive coaches. With hands-on leadership experience at global marketing agencies including Proximity London, Kitcatt Nohr, and Havas Helia, Steve offers his perspective on how leaders can steer their teams through complex times.
Here are his top tips for leading through change.
Market conditions – both pre and post President Trump’s global tariffs – are providing an uncertain canvas in which many businesses are having to operate, adapt to and survive within.
The human impact of this is far-reaching with restructures in response throwing certainty to chaos – with redundancies, role changes and areas of priority and focus having to pivot; almost overnight.
And while the change itself is hard enough to contend with, those left behind to make sense of their new landscape often do so without the safety net of the familiar – long-established colleagues, team dynamics or leadership structures.
That’s where leaders need to step in – and step up.
In times of uncertainty, investing time, space and resources into people in the rocky times will be an investment worth making in the long-run. People remember and stand by those who heard them, supported them and stood by them – ensuring their long-term commitment and loyalty.
There is no better time to get your leadership reps in than when the winds of change are blowing, and new ground is being broken.
There are three important strategies to help you along the way in navigating this.
1. Invest time in just ‘being’ with your people
Time with your people with no agenda is not wasted, fruitless time.
The best conversations happen when there is no fixed agenda or purpose. The knack, though, is in holding the line and allowing the time and space for this to feel a normal, safe and constructive environment.
What do I mean by this? Go for a walk with your team members and just see where the conversation goes. If you’re remote, both walk and plug your earphones in over a phone call. Get away from a Teams screen. Don’t have a pen and paper anywhere in sight.
Hear about what’s happening for them, what’s important to them and how things are being said. It’s amazing how many clues and insights you can gather to revisit and probe on in the moment, or at a later date.
It’s interesting how often the best insights from people come from that last moment – when you’re in the lift back up to the office and they casually mention something that’s crucially important to them.
Those casual moments can unlock a new way of helping them, or understand what’s really going on. All because they’ve been allowed the space to do so.
Giving your people the gift of time and space – with no agenda – in times of flux is invaluable.
Not only will you gain valuable insight, you’ll also strengthen trust and credibility.
2. Tell people what you’re going to tell them. Tell them. Then tell them what you’ve told them.
Communication.
When things are changing, tell people clearly, promptly and in a variety of ‘channels’.
Never assume the first touchpoint does all the heavy-lifting. People hear different things in different ways and messages cut through at different times.
Be mindful of this.
Communicate messages clearly and with authority in group settings, then ensure these messages are pushed home in one-to-one communications (meetings, emails, phone calls. Sometimes all three).
Allow space for people to absorb new information, be aware of who your reflectors are and who are likely to have questions and ideas in the moment.
Allow space for all communication styles and invite comments and opinions.
After which, calmly acknowledge and address these in follow-up communications. It holds an authentic line.
Adopting this approach will ensure you have a consistent thread of authority.
Even if the message you convey can’t deliver certainty, you can underline your credentials by being clear and authentic with your teams.
And they’ll value and appreciate that.
3. Hold space for people to help themselves – instead of diving in to solve it for them.
People will build more and better resilience and capability if they are given space and time to develop it on their own terms and in their own way.
As leaders, it’s our job to provide the environment where this becomes the rule, not the exception.
This needs a mindset shift from:
‘I need them to get this done well now’ to
‘I want them to become competent and capable based on what works for them – their skills, learning pace, and even the mistakes they’ll make along the way’.
Promoting empowerment not only builds stronger people, it underscores the trust they have in their leaders, and ensures they feel a valued part of the team because of who they are as well as what they deliver.
And, as leaders, it’s essential to step back and allow others to take charge of their own growth.
This enables leaders to guide from a distance while fostering trust and development.
While this isn’t a one-stop shop to ensure a seamless journey through the tougher times, the three strategies here do provide the keys to unlock a number of hidden doors in the weeds of business life, irrespective of industry.
And while the choppier seas may take a while to calm, your ability as a skipper to tend the tiller will grow the more time you spend with your crew.
And they won’t forget you, either.
Your Turn
How are you ensuring that your leadership approach supports your team in navigating times of change?
Reflect on these three strategies and consider how to integrate them into your leadership style.