Talking Stick - May/June 2015 - 39

Discern and reflect interpersonally,
produce continuously, embrace new
leadership enthusiastically, coach to
build trust meaningfully, and always
seek out new learning opportunities
and replenish yourself.
First, it is essential to regularly
assess yourself. Discern and reflect
on your experiences for lessons
learned. Know your strengths,
weaknesses, and performance gaps so
you can ensure that you are playing
from your strengths and are hiring
people who bring other skills and
diverse viewpoints to the workplace.
If you understand your fears,
insecurities, ego, and personality,

Discernment and reflection allow
us to lead ourselves, which is more
difficult than leading others.
Second, aim to produce
continuously. During a time of
change, leaders look for those
they can count on from day one.
Those who produce value for the
organization will be in a position
to help guide the change, including
its velocity and direction. Being
disciplined in your practices,
meeting deadlines, prioritizing and
executing well, and setting the pace
demonstrate that one is nimble,
adaptable, and innovative. The top
qualities of exceptional employees

differently and they are not unethical,
illegal, or immoral, then you have
to ask yourself the hard question of
whether or not it is time to move on.
After all, leaders do not have to do
everything the way we like it or prefer
it. They are called to lead and perhaps
called to lead differently. Give new
leadership a chance by making their
agendas your priority. Embracing
leadership means ensuring that you
are not the problem.
Fourth, during a time of
leadership transition work on your
coaching skills. This means spending
more time than ever on mentoring
others, encouraging excellence,

A KEY GOAL DURING TRANSITION IS TO HELP OTHERS LET GO OF THE
PAST AND HELP THEM CREATE A NEW DAY, EVERY DAY.
you will be better prepared to avoid
the interpersonal obstacles and
boundaries that cause us to resist
change and to fear adapting to new
mindsets.
We discern and reflect by
soliciting feedback regularly and
having the strength to hear criticism
while not wallowing in our failures.
Reflection also means giving up
comparing ourselves to others,
creating an environment of insecurity
and negative competition. Instead, we
must understand our personalities,
how we mix with others in the
workplace, and how we communicate.
Staying grounded in who we are and
allowing others to be the best they
can be creates a team atmosphere
that will be nimble enough to adjust
to leadership change and make
the most of the opportunities such
change brings along. Humility in
the workplace cannot be overstated.

are that they make their bosses look
great, and they are always building
the organization for success. They
maximize opportunity and minimize
risk. Overall, they make people feel
excited and purposeful at work, even
in the daily routine.
Third, as a member of an
organization, you are in a position
to contribute enthusiastically. You
have the ability to determine and
focus the tone, tenor, and attitude of
the organization and its members by
ensuring constant and public support
of your leaders. If they are tough to
follow, then it is time to ask more
questions and find common ground.
If their changes are not in the best
interests of the institution, you need
to take a step back and make sure you
do not feel that your integrity would
be compromised by going along.
However, if their changes are hard for
you to accept just because you think

asking good questions of staff
members, and listening carefully to
them. Change brings anxiety and
nervousness to some people. It is a
time when they may feel devalued,
fearful for their jobs, and timid
about the future. Investing in and
developing others is critical during
the change journey.
Ultimately as team members we
are called to serve others, to provide
care and be compassionate, to help
others overcome insecurities and to
better understand changes. In other
words, this is a key time to take care
of your people. You don't need to be
loyal to a fault, but stay connected,
avoid isolation for them and for you,
and make sure you are building
their confidence. By focusing their
strengths on the organizational goals
and ensuring that they are not being
sidetracked, you create a productive
environment. A key goal during

MAY + JUNE 2015

39
Talking Stick - May/June 2015

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