The Moment: Organizational Change

Dear Anne Marie: I have been a valued employee in my company for over fifteen years. I thought I was set for life, now I am not so sure. Six months ago a global organization took over and is now in the process of restructuring our jobs, our culture and the entire way we do business. Rumors are flying and people are afraid and angry. I'm having a hard time coping and my productivity is down. How can I help myself?
   — Ken F.

Dear Ken: You are a dependable, caring and responsible man. You are guided by your personal code of ethics, which is why you are seeking help to maintain your standard of performance during this very challenging time. You are to be commended for not using the change in the organization as an excuse to complain and do less.

Managing The Moment

The "Moment to Manage" is your feeling of apprehension. Your apprehension is based on a real situation (organizational change), but the thoughts generated from this emotion are not real. For example, in a state of apprehension you begin to wonder what will happen to you next, you imagine you will lose your job or be demoted or be forced to take a job you don't like. You may feel anxious about getting a new boss or having to do things in new ways. You may even anticipate not liking the new systems or new people. As you imagine all of this your apprehension increases and your productivity decreases.

All of these things you fear may happen—and none of them may happen. Instead of building ever-increasing amounts of apprehension, try maintaining a position of "realistic concern" and then be alert for opportunities. You need to change the movie you are running on the inside in order to have a buffer from the fear and anxiety around you.

The Game Plan

First, practice self-awareness. Several times a day, stop and observe your feelings. If fear, anxiety, blame, resentment or any other negative emotion is present you can't possibly perform at your best. Begin by taking responsibility for your emotions.

Second, be emotionally honest with yourself. Don't minimize situations occurring by saying they don't bother you (when they do); and don't dramatize change by saying it is outrageous (when it isn't). Self-honesty is the most efficient stand you can take.

Third, make "neutral" your first response to proposed changes. Notice when you're making snap judgments, jumping to conclusions or becoming defensive, none of which are neutral reactions. The key objective in holding the attitude of neutral is to stay open. It will allow you to think clearly and accurately hear the information being presented.

Fourth, neutralize your physiological response to stress. Breathe in slowly and breathe out slowly; take five seconds to inhale and five seconds to exhale. This will help you calm down by interrupting the stress response triggered by your fear and anxiety.

Fifth, focus on sustaining your neutral state. As you turn your attention back to the work at hand, bring your neutral state with you. When you notice yourself feeling anxious and afraid, return to your slow intentional breathing, even if it means you are doing it all day!

Finally, make a non-negotiable commitment to being optimistic. Committing to "neutral" is acknowledgment that you really don't know what is going to happen. Since you don't know, why not imagine a positive outcome for you and your organization? At the very least, you will feel better; at the very best, you might be a valuable contributor in helping your organization through this time of transition.