Managing Change and Transition

As the saying goes, the one thing you can count on is change.  Sometimes change is foisted upon us, largely out of our control.  In terms of career management, this could be the result of a downsizing, the introduction of a new manager or a change in role and responsibility.  Other times, we choose to make a change by seeking a new job either within our organization or industry or by seeking something new.  In either case, companies and individuals often view change as something to be embraced and celebrated without considering the fact that change, even one we choose to make, includes letting go and entering into some uncharted territory.  

William Bridges wrote about a change model in his groundbreaking book, “Managing Transitions”.  His model focuses on three stages of transition…

In his writing, Bridges distinguishes between change and transition.  Change is something that happens to you or you choose to do.  It is an act.  Transition is how you navigate through change.  While one may move through this process more quickly when you have chosen the change or fully understand, agree with and may benefit from an organizational restructuring or move, it is helpful to acknowledge that there are endings inherent in any change. 

A client who chose to make a change by switching companies and industries spoke of what may appear to be conflicted feelings. He is confident about his new role as it is in his functional area of expertise, and yet, as he approaches his end date, he is feeling a sense of loss and sadness.  When asked what he will miss about his current role, he speaks mainly about his colleagues and clients.  Acknowledging what you are leaving behind is an important step in moving ahead.   

In my work with students, I often find the fear of leaving the familiar can actually serve as a roadblock to finding new opportunities.  Fear of the unknown and uncertainly can keep one locked into a role they no longer enjoy or a career that is going nowhere.  While this may not be a reflection of a change that is happening, it can lead to career stagnation.

My image of Bridge’s neutral zone looks like this …    

one arm tied to the people or processes we were familiar with in our old organization and one arm stretching out to embrace our new role and ‘job family’.  Even when we choose the change, as I did when I accepted my job at Seton Hall, there is that period when we are getting used to a new organization and wondering why we left the old one.  I remember getting to day four and wondering why I left a job where I knew everything, including the code for the women’s room door!  When change is foisted upon us, this stage may include anxiety, uncertainty and some skepticism.  Regardless, while we may or may not have chosen the change, the key to moving ahead is in that hand that is reaching towards the future and grabbing the opportunity to innovate, do things differently and grow.

 

The final stage in the Bridges’ model is new beginnings – a place where we feel connected with our new team and company, energized by learning new skills and confident as we use past experience to better the organization. 

I have found this model to be very helpful when I've navigated change in the past, and now as I consider next steps on my career journey, which is why I've chosen to write about it now.

Whether you are thinking about making a career change, have been impacted by one or are managing a team moving through change, pick up Bill Bridges’ book, ‘Managing Transitions’ to help you successfully navigate the one thing you can count on in life – change!