Periods of transition can be a difficult time for employees. This article aims to provide a framework to help employers ameliorate some of the difficulties that come with transitions.
Response to Transitions
It is first helpful to understand emotional reactions that your employees may experience during periods of transition. A common emotional response may be a fear response. These fears many centre around:
- Fear of the unknown
- Fear of rejection
- Fear of failure
- Self-doubt
- Fear due to forgetting that they have other options available to them
These limiting thoughts can keep people trapped in this emotional response cycle.
Impact of Fear Response
These fear responses can lead to distress including:
- Agitation
- Lowered mood
- Loss of motivation
- Loss of tolerance
- Loss of enthusiasm
- Cynicism
- Passive aggression
- Increased pressure
- Fatigue
This process can be pervasive and disrupts equilibrium and capacity. It is important to remember that these reactions to transitions are entirely normal. What can be unhealthy is how people choose to respond to fears of change. It is an issue if people become resistant, avoidant or begin to catastrophise.
Common Unhelpful Patterns of Thinking
Cognitive Distortions: Unhelpful Responses to Transition
Filtering: Focusing on the negative aspects of a situation while ignoring all of the potential benefits or opportunities.
Polarisation: Applying a ‘Yes or No’ approach to situations and placing outcomes in dichotomous either/or categories
Catastrophising: Expecting the worst possible outcome, no matter what; amplifying evidence in support of the worst-case scenario while minimising counteracting evidence.
Blaming: Holding others responsible for circumstances or emotional pain.
These patterns of thinking will generally lead to poor outcomes in the face of change and a decline in ones overall wellbeing. So how can we mitigate any potential harm these unhelpful responses may cause?
Early Warning Signs
Decline in Performance:
- Quality of work
- Efficiency
- Prioritisation
- Increased errors
- Employees may struggle to get tasks done
Disengagement and Avoidant behaviours
- Unplanned absences
- Late attendance
- Avoidance of tasks
- Withdrawal from activities
Excessive Emotional Reactions
- Irritable
- Upset
- Tearful
- Overwhelmed
- Dread
Change in Presentation
- Reduced self-care
- Change in demeanour
- Dishevelled appearance
- Increased illness
Increased Use of Psychoactive Substances
- Caffeine
- Cigarettes
- Alcohol
- Other drug
What’s the Impact on the Individual?
- The individual may fall into negative patters of feeling, thinking and behaviour
- They may become increasingly sensitive to perceptions of workplace support
- They may become concerned about their perception of how fairly they are being treated
- Evaluate day-to-day work experiences more negatively
- They may be more prone top interpersonal conflict
- Start to withdraw and disengage
What’s the Impact on the Manager?
- The manager may feel themselves experiencing negative emotional reactions of their own
- They may present avoidant behaviour to that individual; they may be reluctant to engage with them
- Perceptions of issues begin to diverge and there is a lack of alignment between parties
- Tendency to personalise issues
- Initial feelings of concern may be replaced by frustration and resentment
- There may be a loss of trust or confidence with the individual
- They manager may begin to experience feelings of marginalisation
How Can We Mitigate These Factors
The Manager-Employee relationship must be founded on principles of VALUE, SUPPORT, UNDERSTANDING and CONNECTION
How can we achieve these foundations?
Focus on Connection rather than alienation. Have Brief, Regular and Meaningful conversations. Follow the principle of:
Talk Early and Talk Often.
This will result in Higher Engagement and Performance
Building Relationships
In order to build a functional and productive relationship there must be a willingness to connect from both parties. This will provide you with the ability and confidence to engage with any issues that may arise. Remember, feedback works best when it is a continual process. Give the other person the time you would like to be given in turn.
The Three step Framework For Connecting
1. Engage
The objective of engaging is to start the conversation and maintain a helpful and respectful dialogue.
- Set-up brief and regular conversations – this helps to engage with issues
- Look for any changes in functioning
- Make contact – consider time and place
- Don’t be afraid to ask if things are ok
- Ask and gather information
- Present your observations – “Recently, I’ve noticed … I want to check in to ensure everything is ok”
- Be open to what you will hear – don’t get defensive
- Contain and actively listen – don’t interrupt
- Get a clear understanding of any issues before you try to problem solve
- Avoid making judgements and assumptions
- Adopt a partnership approach
2. Acknowledge
By acknowledging the issue, we demonstrate an understanding of the circumstance, are able to connect with empathy and assure that the other person feels heard, understood and accepted.
- Provide a forum where the individual can feel heard without judgement
- Acknowledge that a difficult situation exists
- Allow any emotions to be expressed and acknowledged
- Be willing to see their point of view
- Be in a receiving mode, NOT a problem solving mode
- Reflect back on what has been said to ensure understanding
- Don’t rush in with support and re-assurance
- Avoid invalidation – eg. Don’t worry about it, calm down, it’ll be ok, you shouldn’t feel that way.
- Remember, you don’t have to agree, you just have to understand where they’re coming from.
3. Facilitate
The objective of facilitating is to generate practical options that will meet the needs of the individual, identify and link them with potential supports, agree on what action will be taken and by whom and to determine follow up and next steps.
- Take a facilitating stance – not a problem-solving stance
- Create a safe space to explore needs and identify options
- Develop a plan together with the person – every plan will be unique
- Focus on needs, rather than solutions – helps with negotiating options
- Explore and develop multiple options and alternatives with the person
- Reality test the options – Use “What if…” questions.
- Use open-ended questions
- Encourage and implement action
- Engage others to seek support/advice – e.g. Wellbeing team / IM team
- Schedule a follow-up – keep checking in
For more information on supporting your team through transition, contact the Carfi team at info@carfi.net.au
