Leadership and Change: Anticipating and Leading Successful Transitions

In 2016 I had the unique opportunity to partner with the Iraqi Army in its effort to defeat the Islamic State of Iraq and Syria, otherwise known as ISIS. Specifically, I served as the senior advisor to the commanding general of the 16th Iraqi Infantry Division. Over the course of my nine months with the 16th Division, we conducted operations across an expanse of Iraq that included Ramadi and smaller villages along the Euphrates River west of Baghdad, Ar-Rutbah and the area along the western border with Syria, and in the northern part of the country in and around Mosul. In the competitive and sometimes uncertain military, political, and social contexts in which we operated, one thing remained constant; change. Change was persistent at every level and required a herculean effort to successfully manage both the present plan and state of being that existed as well as the inevitable change that was sure to come. Managing change was a daily challenge, but that’s what leaders do. Leaders manage and drive change.

In addition to maintaining sharp focus on the operations necessary to defeat ISIS, my leaders and I had to keep an eye on ourselves while getting our team into Iraq, sustaining it through the deployment, then getting home again. Change was constant, inside and out. More often than not, change was occurring in multiple environments and operations simultaneously. To be successful required our team to recognize and anticipate the coming changes, then set the conditions necessary to smoothly transition from one operation or state of being to the next. Successful transitions required early planning, resource alignment, and key leader placement at points of friction. Regardless of your profession, managing transitions is leader business. It’s business that often determines the future success, and sometimes survival, of your organization.

It’s important that you and your team capture the lessons you’ve learned recently because, you guessed it, more change is coming.

Leaders are central to the processes that affect the successful transitions driven by change. Consider the changes that led your team through this past year. In fact, write them down. Now consider the ease or friction you experienced in the transitions from one environment to the other. Were the transitions easy? If so, why? Were they friction-filled? If so, why? It’s important that you and your team capture the lessons you’ve learned recently because, you guessed it, more change is coming. And the next round of changes will likely come faster than the last. So, what are you doing now to identify and prepare for future transitions? If you’re doing nothing, consider modifying your approach. Transitions are like storms. You can see them coming, so you prepare. Leaders, it’s your job to anticipate and then set the conditions for smooth transitions.

Of course, you don’t have to do it alone. In fact, you shouldn’t do it alone. To be as successful as possible you’ll need to include your other leaders in the process. Their input will help inform you and shape your understanding of current and potential future environments. From this awareness and understanding, you can best visualize the future set of conditions you desire for your organization on the far side of transition, describe them in a way that makes sense to your team, then align the resources and direct the actions necessary for a smooth transition.

You’re probably already anticipating some near-term transitions. Acting now to align resources and delegate tasks will help prevent future friction, frustration, and an exclamation of, “I should have known that would happen!” You’d prefer to smile with pride in your team and say, “Great job.” “Look at what your hard work allowed to happen.” But to get there requires early preparation. Some resources take time to access. Consider all of them that are specific to your organization’s unique needs. For example, how much money will be required to facilitate a smooth transition? Where will that money come from? As you think it through, do you anticipate points of friction? If so, which leaders will you assign to them in order to mitigate the risks you foresee? Assigning responsibility for overseeing points of friction is key to successful transitions. You know your leaders and their strengths and weaknesses. Be sure to pick the right person for each job. Distribute ownership of the outcome you desire across your team and explain your expectation of reports. Receiving important information late could negatively impact your ability to make key decisions or hamper your ability to influence a successful outcome when things change. And things will change.

Transitions are like storms. You can see them coming, so you prepare.

Of course, you didn’t need me to remind you that more change is coming. You’re fully aware of your team’s current state and what will be required for its future success. But are you as prepared for success in transition as you should be? If not, act now. Don’t simply wait and react to change. Instead, drive it. Take control of it. Influence a positive outcome. After all, nothing good comes out of being unprepared. Just frustration and murmurings of, “I knew that was going to happen!”