Guiding Teams Through the Emotional Journey of Change
By Brian Wolff
Parker Technology, like parking, is experiencing many changes. As the organization’s leader, I’m no small source of those changes, because the business demands we do things differently than before. I was having trouble identifying a solution to a particular change I made when a colleague suggested the book "Managing Transitions: Making the Most of Change" by William Bridges.
The book immediately struck a chord because it held new insights into dealing with the emotional side of change. Bridges explains that while change itself is often a quick process — like launching a new technology or updating a fee structure — transitions are more complex. Transitions are the emotional journey people experience as they adapt to change. Understanding this difference and applying the strategies outlined in "Managing Transitions" has helped me appreciate a different, better way to navigate changes more effectively.
According to Bridges, every transition involves three key phases: the Ending, Neutral Zone, and New Beginning. Each phase has unique challenges and opportunities, and recognizing where people are in this process can smooth transitions.
The first step in any transition, the Ending Phase calls for acknowledging what people are losing or leaving behind. In this phase, people often feel uncertain, anxious, or even resistant to change. Bridges explains that leaders need to help people let go of the old ways by openly discussing what will change, why it’s necessary, and how it will affect them.
It’s essential to listen to concerns and allow people to express their frustrations and worries. This empathy helps people feel heard and respected, enabling them to move forward.
The Neutral Zone is the most challenging period between the old and new way. During this phase, people might feel confused and unsure of what’s expected. This is often the most uncomfortable phase because routines have been disrupted, and the new system or method is unfamiliar.
Bridges suggests that leaders should expect some productivity dips during this period and be patient. It’s a time of adjustment, so leaders should offer additional support and training as people become familiar with new processes. For example, if a new digital payment system is introduced, providing short tutorials, answering questions, and having staff on hand to assist employees and customers can ease the learning curve.
Communication is essential, and leaders should check in regularly to address issues and remind people of the benefits they can expect once the transition is complete.
In the final phase, the New Beginning, people start to embrace the change, see the benefits, and feel comfortable with the new way of doing things. For leaders, this is an opportunity to reinforce positive behaviors, celebrate successes, and set a clear vision for the future with the new change firmly in place.
Bridges emphasizes that leaders should help people internalize the new changes by providing consistent support and feedback. Recognizing milestones, like reaching a certain number of successful customer interactions using the new system, can motivate teams and encourage them to continue adapting. Leaders should also remind people of the bigger purpose behind the changes — perhaps improving customer satisfaction or increasing operational efficiency.
Resistance to change is a natural part of the process, according to Bridges, who notes that people often resist change because they are focused on what they’re losing or they don’t understand how the change will benefit them.
This resistance is an opportunity for leaders to assess where that person is on their journey through the transition. It’s a cue for the leader to slow down and assess if their people are grieving a personal loss or stuck in the Neutral Zone.
For me, the book’s strength was in naming the stages my teams experience, enabling me to slow down, ease demands during transitions, and offer tools to move through the Neutral Zone to a fresh start.
As a leader, I can’t promise change won’t happen, but I can promise to lead through the change. This book helped me see and lead through change differently. I invite you to take this book along as you drive change through your organization!
BRIAN WOLFF is the president and CEO of Parker Technology. He can be reached at brian.wolff@parkertechnology.com or visit www.Parkertechnology.com.
