Getting Better at Transitions: Learning to Thrive During Change

Jonathan H. Westover, PhD
Jun 29
6 min read

Updated: Jun 29

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Abstract: This article explores how individuals can develop resilience and adaptability during periods of significant change. The article examines psychological frameworks for understanding transition phases, offering evidence-based strategies to transform potentially disruptive life changes into opportunities for growth. Drawing on research from organizational psychology and neuroscience, it presents practical techniques for managing uncertainty, processing emotional responses, and building support networks that foster stability during flux. The article argues that by reframing transitions as natural developmental processes rather than unwelcome disruptions, people can cultivate mindsets that not only help them endure change but actually thrive through it, ultimately enhancing their overall well-being and capacity for future adaptation.

Leaders play a crucial role in guiding their organizations through times of transition and change. While change can understandably produce stress and uncertainty for all involved, learning to manage transitions effectively sets leaders and their teams up for even greater success in the future.

Today we will explore key strategies leaders can adopt to navigate periods of transition with maximum productivity and minimal disruption.

The Importance of Learning to Thrive During Transitions

The modern workplace is defined by its constant state of flux. Organizations are in a never-ending cycle of adapting to new market conditions, technologies, and strategies (Heifetz, Grashow, & Linsky, 2009). Whenever change occurs, it forces leaders and their teams through a process of transition as they relinquish familiar ways of working and embrace new processes, structures, and mindsets.

While transitioning can feel uncomfortable in the moment, leaders who can effectively manage their own and others' reactions to change catalyze their organization's ability to thrive during uncertainty (Kotter & Cohen, 2002). This essay examines research-backed principles for leading through transitions with minimal disruption. It then applies these concepts through industry examples to illustrate their practical application for any organization navigating change.

Principles for Effective Transition Management

The following principles form a framework leaders can use to guide themselves and their teams through transitions with maximum productivity and buy-in.

Prepare emotionally and practically. As research shows, helping teams mentally and logistically prepare for an upcoming change reduces uncertainty and resistance (Hiatt, 2006). Leaders should communicate the need for change, visions of the future state, and timelines well in advance. They also ensure resources are in place to support the transition.
Set clear goals and expectations. Teams need tangible objectives and performance metrics to stay focused and energized during change (Jones, Jimmieson & Griffiths, 2005). Leaders must clearly articulate the new strategic direction and how daily work will adjust to support goals. This provides a sense of purpose that mobilizes teams toward the future.
Address the "people side" of change. Transitioning affects people on an emotional level, so leaders should acknowledge feelings of loss, fear, and doubt (Bridges, 2009). They provide support through one-on-one check-ins, team-building, and transparency around challenges. This builds trust that the leader cares for people's wellbeing beyond task completion.
Support learning and development. Transitioning requires adopting new skills, tools and mindsets (Walinga, 2008). Leaders allocate time, resources and training for continuous learning during change. They also encourage information sharing across teams to stimulate new ideas.
Remove obstacles and reduce workload. Transitioning effectively means minimizing distractions that could undermine change efforts (Appelbaum et al., 2012). Leaders shield teams from non-essential work to focus energy on change priorities. They also remove bureaucratic barriers that could hamper progress.
Provide feedback and adapt plans as needed. Given transition uncertainties, plans will likely require modifications (Armenakis & Bedeian, 1999). Leaders gather input through various feedback channels, then nimbly tweak strategies based on learnings. This demonstrates agility and maintains buy-in through a sense of shared control.
Celebrate milestones and accomplishments. Publicly recognizing progress and wins boosts morale during challenging times (Kotter & Schlesinger, 2008). Leaders communicate how celebrations align with transition goals to motivate teams and reinforce new behaviors.

The implementation of these principles in a real-world context is explored next through industry examples.

Practical Applications

This section analyzes how principles of effective transition management have played out within specific organizational changes.

A Tech Company Streamlines Processes

A software company underwent a company-wide process redesign to unify disparate systems and tools after an acquisition. The VP spearheaded the transition by:

Thoroughly communicating the need for change one year in advance (emotional/practical preparation).
Rolling out new software in graduated phases with aligned objectives for each team (clear goals/expectations, learning/development).
Removing low-priority tasks to focus on change adoption (reduced workload).
Gathering feedback through weekly "huddles" and modifying plans as needed (feedback/adaptability).
Publicly recognizing early adopter teams to motivate others (celebrating wins).

By addressing both strategic and people aspects, the VP seamlessly transitioned all departments to the new processes within timeline while maintaining productivity and satisfaction scores.

A Retailer Transforms Store Operations

An apparel chain redesigned store layouts and operations roles after declining in-store sales. The CEO used the following strategies:

Hosted town halls discussing both short-term pain and long-term vision (preparation, addressing emotions).
Provided one-on-one coaching and surveys to understand concerns (people focus).
Rolled out new software and held skill sessions for each operational change (learning support).
Temporarily shifted non-critical projects for teams to focus on learning new processes (reduced workload).
Gathered feedback from general managers weekly and made flexible adjustments to strategy (feedback/adaptability).
Recognized top stores for effective change adoption to spread best practices (celebrating wins).

By continuously supporting stores through the transition, sales rebounded within six months as operations became streamlined around new consumer preferences. Employee engagement also increased thanks to involvement in change process.

A Professional Services Firm Reconstitutes Teams

A management consulting practice reorganized client teams to better meet demand for niche industry expertise. The managing partner:

Sent email six months prior outlining need for more specialized offerings based on market trends (preparation).
Hosted information sessions explaining new structure and competencies required from all (clear expectations).
Conducted regular coaching meetings to address worries over changing roles (people focus).
Allocated funds for all staff to pursue custom industry certifications and trainings (learning).
Temporarily cut back non-billable assignments during transition period (reduced workload).
Checked in bi-weekly with practice leaders to discuss tweaks needed to plans (feedback).
Threw parties celebrating full transition completion and recent project wins (celebrating).

Consultants smoothly transitioned to reconstituted teams within planned timeline, allowing the firm to better serve clients amid changes in the professional services industry landscape. Employee satisfaction also increased as they gained new skills and leadership recognized the transition period sacrifices.

Conclusion

As this essay outlines, leaders play a pivotal role in facilitating productive transitions through times of change. By employing principles of emotional and practical preparation, clear communication, support for individuals, continuous feedback cycles, and public recognition, transitions can run much more smoothly with buy-in across all levels of the organization. The provided industry examples demonstrate how these concepts translate within diverse contexts.

While uncertainty is inevitable during change, leaders who are deliberate about managing both strategic and human elements of transition empower their organizations to emerge stronger. Doing so ensures teams maintain focus on executing new strategic directions instead of reacting to change itself. This allows businesses to outpace competitors by quickly adapting operations according to evolving market realities. For leaders guiding their teams through ongoing change cycles, applying tried and tested transition management strategies paves the path for long-term organizational success.

References

Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of management development.
Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of management, 25(3), 293-315.
Bridges, W. (2009). Managing transitions: Making the most of change. Da Capo Press.
Heifetz, R. A., Grashow, A., & Linsky, M. (2009). Leadership in a (permanent) crisis. Harvard business review, 87(7/8), 62-69.
Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci Learning Center Publications.
Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change. Journal of management studies, 42(2), 361-386.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Press.
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard business review, 86(7/8), 130.
Walinga, J. (2008). Toward a theory of change readiness: The roles of appraisal, focus, and perceived control. The Journal of Applied Behavioral Science, 44(3), 315-347.

Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

Suggested Citation: Westover, J. H. (2025). Getting Better at Transitions: Learning to Thrive During Change. Human Capital Leadership Review, 22(4). doi.org/10.70175/hclreview.2020.22.4.2