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How 2020 Changed the Change Curve

How 2020 Changed the Change Curve

How 2020 Changed the Change Curve

If you’ve experienced a Merger, Acquisition or restructure at work, chances are your leaders or Executive and Outplacement Coach  will have talked you through the Kübler-Ross Change Curve.  It shows the typical emotions we experience when we are faced with Change or grief on the left axis with the right axis denoting the amount of time we need to accept the situation, start making decisions and move on.  

When I’ve introduced this during Change Management and Stress Management Training Programmes, I’ve asked participants to plot where they are on the curve and where they feel the organization sits.  Often veterans of corporate change smile and describe how they’ve experienced the Change Curve many times in their career, therefore after the initial shock they reach the Understanding and Acceptance stages within a couple of days, or even hours.  However, if someone is faced with a factory or site closure and potential redundancy for the first time, they can experience the fight, flight, freeze stress response and spend weeks, months or even years before reaching the Acceptance stage.

When Covid-19 hit the headlines many people in the UK were shocked by the images of overwhelmed ICUs in Northern Italy but were in denial that the virus would affect us as badly.  Then, as reality dawned and people started to get sick and the first lockdown was enforced, the overriding feelings were of fear and panic with individuals and companies being forced to adapt suddenly and dramatically to the impact of the pandemic.  As meetings, holidays, sports events and even weddings were cancelled some business owners shut up shop completely as the situation seemed somewhat apocalyptic with an air of finality.  For those of us who weren’t eligible for any furlough scheme or government support, it simply meant ploughing on with business as usual, albeit online.  

Many people became angry with the government and/or started blaming the Chinese for the virus outbreak.  They also became confused and anxious faced with an uncertain futureIn April, despite the gloomy predictions, many companies actually started to flourish during lockdown, especially those that had already embraced digital transformation.  As Darwin said: ‘It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.’  As many employees adapted to working from home  there was a new sense of being in this together, clapping for carers, meeting and supporting neighbours.  Many families enjoyed the quieter life, exploring their local areas, reconnecting over home schooling and taking time to cook meals from scratch.

However, by May the novelty of working at the kitchen table or in the spare bedroom started to wear off as it became apparent that lockdown wasn’t going to last just a couple of months.  Remote workers became aware of screen fatigue as they started to miss those informal chats round the water cooler or coffee machine when problems could be solved swiftly and answers given to quick questions.  Now any interaction with a line manager, peers or colleagues involved scheduling a ‘phone call, instant message or video call. 

By June  for many of those working from home, it became obvious that they had replaced their commuting time with working longer hours. Boundaries between work and home life were becoming blurred and managing to have a healthy work/life balance was often a struggle.  As the immediate fire-fighting and crisis mode morphed in to BAU, managers started to see the challenges of trying to motivate and performance manage  remote teamsExisting issues, such as interpersonal disputes, lack of engagement, or overwhelm caused by a high workload started to resurface with a vengeance. Mass redundancies began to hit the headlines and desperation, despair and depression set in for many.  There was a sense of loss of one’s freedom and a lack of trust of information, causing many individuals to decide to return to acting ‘normally’ as opposed to accepting the ‘new normal.’

By the Summer amidst all the uncertainty of ever-changing travel restrictions many workers had to postpone or cancel their Summer holiday, or they chose not to take any annual leave, which resulted in burnout becoming more of an issue.  Anxiety  levels rose with the fear of catching the virus, concern over using public transport and returning to the office, or an increasing lack of job security.  Leaders began to look for an exit strategy from being in emergency and operational mode to becoming more strategic  and planning for the uncertain future.

However, with the good weather, staycations, and the UK Government’s Eat Out to Help Out scheme, there appeared to some that there was a sense of normality returning.  By September and the new term  there was some optimism amidst the trepidation of a predicted second wave of the virus, but this positivity dissipated quite quickly against the introduction of the tier system, threats of a second lockdown, further mass redundancies, added to the uncertainty and potential chaos as a result of Brexit. 

By October, many who had retained their jobs and had reached the ‘move on’ stage with renewed enthusiasm often found themselves sliding back down the curve with their new-found enthusiasm being replaced by fear, anger and blame again.  Many realised that the first lockdown had been bearable, or even pleasurable due to the good weather, but with the thought of Winter approaching, new restrictions were not so welcome.  Then came renewed hope with the announcement of various vaccines, which may have resulted in some complacency regarding restrictions and recommended behaviours.  As the second wave hit harder than the first and the enormity of the vaccination programme registered, many returned to feelings of frustration and impatience.

Over the past few months during Executive Coaching sessions and whilst providing Resilience Coaching and pastoral care, I have heard some heart-wrenching stories of people who are still struggling with Long Covid-19 many months on, or who are distraught that they weren’t allowed to say their farewells to their loved ones in care homes or hospitals, as well as whole households losing their jobs.  When providing Outplacement Support, I’ve seen individuals in despair at losing their jobs, only to be ecstatic when we've worked together to secure a new and often improved role.

For many the Change Curve in 2020 has looked more like a roller coaster with new intense emotions being experienced along the way.  As 2021 begins, the most important skill required to cope with the pandemic and the resultant changes, pressure and uncertainty remains Developing our Resilience.

'I was in a dark place and couldn't really function working at home.  As soon as you talked me through the Change Curve I got it.  And once we started working on rebuilding my resilience I felt like a new person! I am so grateful.'  Manager

Stay safe, stay positive.

About Jill Maidment

Coaching:
Executive Coaching and Mentoring, Career and Transition Coaching, Business Coaching, Resilience Coaching, Life Coaching 

Assessment:
Executive Assessment, 360 Feedback, Face to Face 360 Feedback, Talent Management and Succession Planning

Training:
Leadership Training, High Performance Leadership Development, Management Training, Leadership and Management Team Development, Board Facilitation, Coaching Academy