Transformation work is always new and different.  While the people and outcomes may change, there are some parts of the work that stay the same.  No matter how much we know going in, there is always ambiguity to be found.

In a prior company, our roles were assigned with levels or grades.  A key differentiator from one level to the next is the level of ambiguity expected with the role.  Those in more junior roles had little uncertainty, as more senior folks offered clarity when it would arise.

If we consider expectations of the most senior levels of organizations, this makes sense.  C-Level executives are navigating untold amounts of uncertainty and ambiguity every day and are expected to provide what clarity they can to those they lead.  Yet, there may not be much to give.  Especially when attempting something new, which is what transformation work is all about.

I’m returning to transformation work and sharing some of the considerations and approaches I’m taking with me.  This is the first in a three-part series to help others who may be asked to lead change.  All change can include ambiguity and doesn’t require the fancy title of transformation for the five steps outlined below to be relevant.

Understand the now

To move any change forward, the best first step is to understand where we are.  There is often the most clarity around our current circumstances and whatever the situation or problem is that we’re attempting to change.

The path ahead may be murky, but where we are has clarity worth understanding.  What is happening today and why do we want something different tomorrow?  

Understanding the now means getting the clarity we can at the outset.  Being curious helps us frame what’s known, and better understand what’s as yet unknown.

Look behind and ahead

Transformation leaders are map makers.  We are often going where someone has not yet gone before.  And yet…there are often lessons we can learn from other maps.  Other journeys that may point to challenges and opportunities ahead.

What other change efforts can we look to that decrease ambiguity, or at least give us a sense of what might be ahead?  Are there patterns in change adoption?  Stakeholder engagement?  Customer feedback?

When we look at other efforts, we may find bright spots we can replicate or challenges to avoid.  Given each transformation journey is different, we must be careful not to rely completely on past learnings.  What worked on one effort may not work on another and one failed attempt might be another’s success.

Learnings from the past give us data points as we look ahead and plot our course.  They are not certain, but provide landmarks where we may choose to stop, accelerate, or change direction.

Manage risk

All change entails risk, as we are trying to do something new and different.  As a change leader and map maker, we have to be willing to go where others have not.  Know when to press forward and when to detour.

Those decisions can make the difference between a successful transformation and one that dies on the vine or has a fiery end.  How is one to know?

Experience certainly helps.  Over time, there are patterns to risks that we will likely be able to anticipate and navigate successfully.  Yet as organizations change and disruption occurs, what was known yesterday might be ambiguous today.

As risks occur, we can evaluate them and decide how /whether to move forward confidently or cautiously.  When something is low risk (low probability/impact), it’s an opportunity to take action and learn.  These are learn-fast moments; if we fall down it won’t be for long.  We can get up and course correct with little impact on the effort.

For those areas that are high risks (high probability/impact), we may not have all the information needed to get clarity on the path forward.  This is a great opportunity to leverage guides and mentors (team, leader, peers, partners, customers) to give another perspective and insights.  With those additional data points, we ideally have more clarity on the path forward and alternatives if things don’t go to plan.

An upcoming article will outline risk management in more detail, as it’s a critical component of transformation work.

Own the call

We’re never going to have complete clarity.  Certainty, particularly when it comes to the risks that come with transformation work, isn’t going to be there.  If it was easy, the change would have likely already been done and wouldn’t require someone to shepherd it.

At each step in the journey, we need to make the best decision we can and own it.  If we are leading the transformation, that means us.  Part of the team?  Owning the decisions we make and our contribution.

Lack of accountability will fail transformation journeys.  Every time.  If everyone is busy looking around at what others are doing or not doing, rather than paying attention to making the next best decision…the work will go in circles.  Nowhere fast.

Yes, there will be ambiguity.  There will be risks.  Things won’t go to plan.  Own the decisions and move on to Plan B, C, or D.  Success isn’t a lack of failure.  It’s a series of learnings from the bumps on the journey and using them to get to the end.

Communicate Communicate Communicate

This bears repeating 3 (or 300) times.  

There is nothing more important in change work than communication.  Keeping team members aligned, stakeholders informed, and customers guided.  It all takes timely, accurate, and relevant communication to keep the wheels of transformation moving forward.

As we have clarity, we can communicate to others so it’s shared.  If we are uncertain, engaging others may provide insight we don’t yet have and increase our clarity.  Ambiguity fosters in environments of poor communication.  When we talk around, past, and across each other – or don’t communicate at all – we’re creating a high likelihood of failure.

Maybe we want to communicate, but we’re not sure what to share.  Err on the side of oversharing.  If we do the work in our heads, then we’re not giving others the chance to double-check our work or provide insight we don’t (yet) have.  

We’re also failing to develop new leaders, because it’s only in showing our work that they can extrapolate the logic and apply it when they find themselves in a similar situation.

When it comes to communication, there’s generally never enough if it’s done right.  Too many meetings and powerpoint decks can kill morale and slow progress, but finding the appropriate method/medium/cadence will ensure everyone gets to the same destination together.

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How do you manage ambiguity in transformation / change efforts?  Or even in your daily work?  Please share your thoughts in the comments to help others in their change journeys.