I recently chose to leave a job I’d had for 11 years.
I was happy there, it was a huge part of my life, and I am still in love with that organisation, its values and its people.
But choose to leave I did . . . because a great opportunity came my way . . . and I’m looking forward to that more than I can say, and itching to get to know my new company in the same way that I knew my last one, and to working with equally amazing people. I feel sure I’ve made a good choice.
I’ve never been one to leave behind easily an organisation or a department or a team, and I’ve got form for experiencing that mourning, or adjourning moment in team break-up or change, so wonderfully identified in Professor Bruce Tuckman’s stages of group development model.
Come on, snap out of it! I hear you say (or maybe you’re shouting?). And I know I will get over it and be happy to focus on my new position (even though my fondness for my previous role and colleagues will remain; I’m not one to change my colours easily).
But my own predicament (as insignificant as I know it is) has truly reminded me of the impact this group end-stage can have on thoughts and feelings and behaviours. And, also, just how many of us go through it every time change is thrust upon us.
Restructures, redundancies, assessment centres, reorganisations, change programmes, transition phases, collaborations, regionalisation, alliances, redeployments, shake-ups, mergers, reshuffles.
Do these concepts sound familiar in your world?
If you’re a leader, or in a position where you can make a difference to the way someone close to you transitions through change, can I encourage you to spend some time thinking about the impact a change event is having upon them, and to do whatever you can to try to help?
A few kind words, some good information, a gesture, a look, a smile . . .