Speaker 1: Several years ago, I was on a flight and this gentleman sits down next to me and strikes up the typical airplane small talk, so he says, what do you do? And I said, I study and teach leadership. And without pause and dead serious, he goes, okay, so like trust falls and stuff. And I'm like, what? Because the part of me that had just spent about seven years in grad school wanted to swear to this man, mostly to myself, that I didn't just spend that much of my life learning how to do trust falls. But the other part of me knew that this was a four hour flight and I'm in a window seat. I have no idea how long I'm going to be committed to this conversation. So I just said, yeah, it's basically trust falls. As you can imagine, leadership development isn't exactly about doing trust falls, but it is about understanding what it takes to walk with people into the unknown and try to build a better world. So today I want to talk to you about one idea that's at the heart of the work that I do and that's leading through change. Now what if I asked you, what changes have you experienced in the last two years? It's an impossible question. Wear a mask, don't wear a mask, work from home, come back to work, open the schools, close the schools, make banana bread, make sourdough. I mean, it hasn't stopped. It's all we've been doing. And we are tired. Psychologists call this change fatigue. It's where a lot of change is happening all at once and so we get burned out and apathetic and frustrated. But change is always going to be a constant in our lives. And in fact, it's necessary for our progress in society and necessary for our evolution as human beings. So imagine the changes you've experienced in the last couple of years and I'd like for you to raise your hand if you think that the leaders you saw did a fantastic job leading change. Okay, so maybe two of you. This is good. Job security for me. But this is the reality. Good leadership is the exception. It's not the norm. But good leadership makes all the difference in how engaged and committed and hopeful we are as we walk into the future. Now in my work, I often talk to leaders and I say, what's the most difficult part about leading change? And always they tell me it's the people. Because people resist change. And they tell me about their attempts to start a new business or launch a new project or maybe new policies, new innovations, and they'll say it's so frustrating because people won't jump on board or they drag their feet or maybe just flat out oppose their efforts. Or they'll say it's confusing because I talk to people and they say they're committed, they say they're with me, but then come to find out they've resorted back to their old habits and old behaviors and nothing changes. And then as leaders get more frustrated with the resistance that they're experiencing, they come to meet force with force. The very popular leadership technique that I call because I said so. It's where leaders say, do it because I said so. Parents, you might also know this one. But as you can guess, this doesn't work, at least not in the long term. You might get compliance, but you'll rarely ever get true commitment. And at this point, the leader has exhausted their ability to inspire people's hearts and minds and influence them in that way. And so now they're relying on the authority of their position to make people change. And it's a relational dynamic that leaders and their people find themselves in time and time again. Why? We make one crucial mistake right from the start. We don't get curious about the true cause of resistance. What is underneath change that people actually resist? I came across an answer to this question in one of my very first leadership books that I read, a book by Ron Heifetz and Marty Linsky. And they said that people don't resist change, they resist loss. This completely altered the way that I thought about change. It's not the change that we resist itself. It's what we stand to lose if the change actually happens. And leaders spend so much of our time thinking about what we want people to do that we forget about what we're asking people to give up. Now there's some classic research by Daniel Kahneman and Amos Tversky that found that the pain of losing something is twice as powerful than the pleasure of gaining something else. So even if the future is looking pretty good, the fear of loss causes us to keep this white knuckle grip on the status quo. Now loss can encompass many things across the course of our life, people, places, things, future plans. But there are several core types of loss that are particularly painful in social environments, like ones where leadership is happening. And I want to explore five of those with you today. So first, safety, the most basic. Will this change jeopardize my sense of safety? On a neurobiological level, we all need to feel safe physically and psychologically. And we get these things, we get this predictability in our life from things like stable jobs and reliable finances and healthy relationships. Or maybe you've got some rituals and routines that you've set up for yourself. And the more predictability equals the more safety. So when something comes along that makes your life all of a sudden unpredictable, it equals danger. And so we push back, we grasp for certainty because we're looking for safety. Two, freedom. Now just as we want to feel safe and secure and grounded, we also need to feel free. Fundamentally, we want to say in how our life unfolds, how we get from A to B and the actions we take. Now think about this dilemma that so much of our workforce is facing right now. 60 million people could do their jobs completely from home. But Gallup just found that 90% would prefer a partial or remote work option. So if employers came back tomorrow and said, we need everybody in the office, butts in seats, 8 to 5, Monday through Friday, expect resistance. If this decision constrains the autonomy that people have come to value. Three, status. Will this change cost me my sense of status among my people? Social hierarchies govern our relationships as human beings, whether they're formal hierarchies or not. And the higher the status, the more respect, the more significance, the more power and influence you have. And once you have it, it's hard to let it go. This reminds me of an organization I worked with and they were trying to implement this new technology that really changed the way they work together. And their people had to learn a lot of new things and after several months, it wasn't very successful, it wasn't sticking, so I started to ask some questions and I met Linda. And Linda told me, listen, I have been great at my job for 20 years. For 20 years, people come to me when they have questions. And now, all of a sudden, they're trying to get me to learn all these new things and I'm not sure that I can or that I even want to and I feel like people don't respect what I have to offer anymore. And I get it. I get it because I imagine if we felt like Linda, if we were in a position where we had spent two decades building a reputation and all of a sudden, that was going away with some change in our environment, we'd probably push back too. Four, belonging. Just as much as we want to stand out, we also want to belong. One of my clients, Sarah, she had just gotten a promotion and she told me it was bittersweet and I'm like, I don't understand because promotions are good. And she said, you know, I've been at this job for years and for years, I've been peers with these people. They've been my friends, they've come to my wedding and now, all of a sudden, I'm their boss. And it's like our relationship changed overnight. It feels distant, it feels strained. And I get it. This promotion gave her a sense of significance and status but it also, she worried that it cost her belonging in a group that she really come to know and love. And for me, Sarah's story also reminds us of this paradox of change, that we can experience the same event and feel both joy and sadness. Joy for what we're gaining but sadness for what we have to give up. And finally, five, fairness. If you have a sibling, you know about fairness. One year for Christmas, my dad just got my sister and I the same exact gifts. He just got two of everything, completely identical, down to the print of our shirts. Most peaceful Christmas we've ever had. But when you encounter fairness out in the world and decisions are made that put fairness at stake, like for instance, decisions, actions that might challenge the right to marry who we love or decisions that might exacerbate pay inequity, expect resistance. Now, as it turns out, there's a common thread among all of these core needs. The reason that they are so important to us and are so deeply painful to lose is because when we're asked to give them up, we have to question core parts of our identity. Who we think we are. Who am I without this job or title or person? What does it mean about me and my people if we keep getting the raw end of the deal? Will I recognize myself if I don't see myself as competent or if people don't respect me? We cling so tightly to our identities and so if change requires that we have to give up a part of ourselves, it feels like the ground is falling out from underneath us. And so how do we find our footing? There was a study done by Merlin Venus, a Dutch professor, and his colleagues and it looked at two groups of students and both groups of students were experiencing very disruptive changes in their business school and they both got these messages about what the purpose for the change was, what they should expect, what were some of the potential setbacks and what were all the future benefits. But the second group, the second group got one additional message and this message said that despite these changes, the core aspects of our program, teamwork, professionalism, fairness, those will not change. The students in that second group were four times more likely to accept the change and adjust their behavior. So what does this mean? It means that people are more open to change when they know what will stay the same. So the vision of a bright new future, that's only one half of the equation. We also need to know what will continue and we can bring that forward when we highlight the aspects of ourselves, of our identity that will endure. The leaders must not act only as champions of change but as anchors of stability and stewards of identity. You might be thinking, listen, I am just trying to get my people to use a new technology or get used to working with new team members and you're telling me that someone is having a full-blown existential crisis down the hall. No, it might not be that dramatic. However, don't underestimate the power that the threat of these losses has on our heart and minds and on shaping our behaviors. So when change is happening and loss is on the horizon, how do we lead ourselves and others through it? Well first, we have to consider the wisdom in resistance. Resistance can teach us if we let it. It can teach us what's important to ourselves and to others and it can also teach us where we might have missed the mark, where perhaps our plans for change have caused harm and so we need to go back and rethink our approach. But sometimes change is inevitable or it's necessary and that means that loss is the price we pay for it and also sometimes a necessary one. So we have to name the losses that others are facing and that we're facing. Ignoring or dismissing these losses, either others or our own, only breeds resentment and anger. But acknowledging these losses is an exercise in telling the truth. It's an exercise in giving permission to grieve what's gone. It's an exercise in saying, I see you. And it puts us on the path toward acceptance. And then, shine a light on what stays the same. Leading change is a conversation about reimagining our future, yes, but it's also a conversation about remembering ourselves at the same time. By highlighting the parts of our identity that will endure, we give ourselves this anchor of stability as we navigate the unknown. And then finally, we can turn towards possibility because when we know who we are and feel grounded in who we are, then we're free to dream about who we can become. So I'll leave you with this story about a time of change that I experienced in my life and some of the most simple yet extraordinary moments of leadership as well. Years ago, I applied for this job in the leadership studies department. And this was the job to me. It was the dream job. And it was the job that many of my mentors had had before me. I would be in the classroom with students doing what I loved. And so it was way more than a paycheck. It was a step toward who I wanted to become. And it also so happened that my mentor at the time was hiring for the job. So I was thinking, I got a pretty good shot. So after about a week, I hadn't heard from her. And so I email her and check in. And she just responds back, let's go for a walk. I'm like, you might as well have just texted me, we need to talk or something equally as brutal, right? So I go and it was a beautiful day outside and we sit on this table. And I just kind of knew I said, I didn't get it, did I? And she just calmly shook her head and she said, no. And I could just feel the resistance in my body not wanting to accept the truth of this outcome. Because in an instant, the picture I had of my future for the next three years just vanished. But what she said next made all the difference in how I was able to meet this moment. She said, I know this role was really important to you because it meant getting to do work that you love and because some important people to you held this role before. But you can still do what you love anywhere else out in the world. And just her acknowledging what that meant for me, what that loss meant for me, it allowed me to really face it in myself, right? And to face that this was the reality and I could feel the tightness in my body start to loosen a little bit. And then she said something I'll never forget. She said, it's up to you how you want to take this. But I hope you take this in a way I think your spirit can. And I just let that sink in for a moment. I hope you take this in a way I think your spirit can. And for me, it was like she was holding up a mirror to me, reminding me that I was resilient and determined and capable and I love this work. And when I was able to come back home to that truth within myself, then I was able to feel grounded enough to accept the reality and then also consider the possibilities for my future. We've all experienced so much change and loss in the last couple of years and it's going to be the same as we walk forward into our lives. So my hope is that the next time that change happens, we take the opportunity to practice leadership, whether that leadership is in your team or your community or your family, that we listen for the wisdom and resistance, that we meet the losses with empathy and anchor in the parts of ourselves that are steady and unwavering and let the rest go. And then it might be possible to write a new story of the future together. Thank you.