Transitions can be challenging. In fact, transitional periods can be downright frustrating and painful, and, at times, they produce more questions than answers. People aren’t afraid of change as much as they fear what they don’t know.
Of course, transitional periods also are natural, particularly when the “body” is in a growth spurt, and those who are going through a transition should be validated for where they are and where they are going.
An organization must have the right people, with the right knowledge and training, with the right process to gauge results according to the goals that are established by leadership and stakeholder involvement.
So how do you navigate transitional periods of growth and change? What do your people need during transitional periods? The fact is, you can do that in similar fashion to how adolescent developmental stages are addressed, so for those of you who are reading this article who have tweens, teens and emerging adults (12–26-year-olds), this might help you.
Setting the tone
Transitional periods need ignition (energy), cognition (understanding) and communicated vision (the plan) to lessen frustrations, pain and confusion. As a leader, one must set the example in boldness to create solutions, to foster community among peers and, ultimately, to nurture growth in character, which contributes to an undivided life that shines in the service of others. Reshaping how an organization manages and embraces change requires openness, transparency and eagerness through building relationships with a “people first” mentality.
The tone for an organization is set by leadership and management, and change for any organization necessitates a willingness to accept the fact that change is necessary within the culture of the organization. Relational dynamics and communicative norms dictate how stakeholders feel and think.
Change for an adolescent? It necessitates a willingness to accept that change is necessary and that transitional periods can be frustrating, painful and confusing. Sounds familiar right?
Understanding where an organization is and where it’s going is paramount to responding accordingly during transitional periods (adolescent development).
There are three primary needs that every organization (adolescent) longs to know and is driven to discover. The first centers on identity, which fosters the questions, “What is my purpose, and what do I want to be known for?” Identity, particularly when it comes to our newer generation of firefighters, is the most important question to answer. What is the primary purpose to be who I am and who I aspire to be? How do my abilities and skillset fit into the plan?
The second need centers on autonomy, which fosters the questions, “What is my ‘thing,’ and how am I going to contribute to change positively?” Once a person feels valued by leadership and his/her abilities are identified, empowerment drives productivity and organizational movement, which still feeds the primary identity question.
The third need centers on belonging, which is a basic need that fosters the questions, “To whom do I belong, and how do I belong if I feel like an outsider?” Community connectivity is paramount for personal integration into an organization. Get your people involved, educate them on processes and practices, empower them to use their skillsets toward the vision and needs of the organization, and foster an environment that creates identity, embraces autonomy and allows people to belong to an organization that is above one’s self.
For an organization to embrace change and to focus on improving from good to great—to cultivate maturation—preparation, application and replication are vital. The maturation process enables movement on the continuum of cultivation, where personal and organizational growth isn’t a destination but a reciprocal process, regenerating leaders to lead with greatness. Great organizations are ones that deliver superior service through performance for internal and external customers, where the long-lasting effect results in generational legacy.
Walt Disney once said in regard to robotics, “Anyone can make them move. It takes a good animator to make them live.” For transitional organizational periods, embrace the change, be a creative “doer,” find identity and belonging with your organization, and utilize your skillset to be a good animator to make your organization come alive.
Dr. Brett Ellis
Dr. Brett Ellis is a 27-year veteran of the fire service and serves as the fire chief for the city of Webster Groves, MO. He holds a bachelor’s degree in fire administration from Western Illinois University, a master’s degree in leadership and adolescent development from Huntington University and a doctorate in education from Concordia University-Portland. As a consultant (AGILE Leadership Consulting Inc.), Ellis focuses on leadership, firefighter behavioral health, conflict resolution, officer development, organizational movement, relationship building and personnel role plays that are based on fire service lawsuits. As well, he teaches for the National Fire Academy and Columbia Southern University.
