Jennifer Selby Long

For a leader, it can be really challenging because you're often a stage ahead or further ahead within the same stage over the people who you lead. And so being patient and just reminding yourself that you need to be patient with others and that impatience does no one any good is a pretty vital self-awareness and other awareness skill to have.

For a leader, it can be really challenging because you're often a stage ahead or further ahead within the same stage over the people who you lead. And so being patient and just reminding yourself that you need to be patient with others and that impatience does no one any good is a pretty vital self-awareness and other awareness skill to have.

we do find that those stages hold whether you're the leader initiating the change right so it's your choice where you're in control or whether it's a change that's forced upon you such as say an unexpected layoff and suddenly you no longer have that job The stages that your brain goes through are what they are. And you go through a period of loss.

we do find that those stages hold whether you're the leader initiating the change right so it's your choice where you're in control or whether it's a change that's forced upon you such as say an unexpected layoff and suddenly you no longer have that job The stages that your brain goes through are what they are. And you go through a period of loss.

You go through a period of transition where, as Bridges says, it's as if you're on a ship and you look back and suddenly you can no longer see the shore. But you're looking out ahead and all you can see is water. So when my client was getting impatient and her team was getting a little uncomfortable with that impatience, it was because she could start to see the shore on the other side.

You go through a period of transition where, as Bridges says, it's as if you're on a ship and you look back and suddenly you can no longer see the shore. But you're looking out ahead and all you can see is water. So when my client was getting impatient and her team was getting a little uncomfortable with that impatience, it was because she could start to see the shore on the other side.

All they could see was water, right? They were just not quite caught up with her yet. Now, I do think that there are some do's and don'ts that can help move yourself and others through these stages. There are a number, but a few that anyone could put in place. The first, obviously, Vince, you want to secure your basic survival needs. Those are going to help to ground you.

All they could see was water, right? They were just not quite caught up with her yet. Now, I do think that there are some do's and don'ts that can help move yourself and others through these stages. There are a number, but a few that anyone could put in place. The first, obviously, Vince, you want to secure your basic survival needs. Those are going to help to ground you.

Go take a look at your bank accounts. Go cut your expenses if you're worried about that. Do what you need to do to have a sense that your basic survival needs are met. This is really going to help to ground you in the moment. Now, a second one that sounds totally woo-woo is to build hope.

Go take a look at your bank accounts. Go cut your expenses if you're worried about that. Do what you need to do to have a sense that your basic survival needs are met. This is really going to help to ground you in the moment. Now, a second one that sounds totally woo-woo is to build hope.

And the way that we build hope is by envisioning what your life will look like, say, 12 to 18 months from now, if the change turns out in the best possible way. And if you're a leader, this is often a gap that I see. So... I'll take this same client as an example. She had very much envisioned what the future would look like for the organization. She's a business genius.

And the way that we build hope is by envisioning what your life will look like, say, 12 to 18 months from now, if the change turns out in the best possible way. And if you're a leader, this is often a gap that I see. So... I'll take this same client as an example. She had very much envisioned what the future would look like for the organization. She's a business genius.

She's on the short list of clients who, when she was doing a 360 and I contacted the EAs of the senior most team, Man, those guys couldn't call me fast enough. Oh, she has something that she needs from me. I'm in, right? So it's super business genius.

She's on the short list of clients who, when she was doing a 360 and I contacted the EAs of the senior most team, Man, those guys couldn't call me fast enough. Oh, she has something that she needs from me. I'm in, right? So it's super business genius.

But the challenge was that she needed and didn't realize she needed her people to actually envision what their lives would look like if this change turned out in the best possible way. Not just their work, right? Not just what is best for the business, but who are you with? What's your life like? What are you doing? What are you saying? Where are you? How do you feel when you look back?

But the challenge was that she needed and didn't realize she needed her people to actually envision what their lives would look like if this change turned out in the best possible way. Not just their work, right? Not just what is best for the business, but who are you with? What's your life like? What are you doing? What are you saying? Where are you? How do you feel when you look back?

That builds hope. And interestingly, a lot of leaders will want to mix this up with planning and road mapping. That's not what this is. This is connecting the change that you want to lead to the individual's reasons, their big whys. Not yours. Not the company's. A couple others that are important do's are to strengthen personal bonds.

That builds hope. And interestingly, a lot of leaders will want to mix this up with planning and road mapping. That's not what this is. This is connecting the change that you want to lead to the individual's reasons, their big whys. Not yours. Not the company's. A couple others that are important do's are to strengthen personal bonds.

We instinctively go in when change comes and think we have to power through it alone, but we do not. And the more you're going through it together with others, the stronger. So reach out and strengthen those personal bonds. And I think also one that can be difficult but so vital is to look for that hidden gift in what seems like a bad situation.

We instinctively go in when change comes and think we have to power through it alone, but we do not. And the more you're going through it together with others, the stronger. So reach out and strengthen those personal bonds. And I think also one that can be difficult but so vital is to look for that hidden gift in what seems like a bad situation.