Personal integrity under pressure

How do you steer straight in a storm?

Change is in the air. You can feel it, and so can your team. Potentially big shifts are on the horizon, but as a leader, you're often not at liberty to openly address them, just yet.

To make things trickier, the company’s marketing machine is still sharing upbeat, positive updates on LinkedIn. Internally, this gap between public optimism and private uncertainty can breed frustration and cynicism.

So, how do you lead with integrity when you're steering through a storm of organisational change?

Having worked with numerous organisations during periods of major transformation—especially mergers, where there’s constant jockeying for roles—I've picked up a few crucial lessons.

Here are some key do’s and don’ts for leading through major transitions:

Do’s

  • Acknowledge the Organisation's Instincts 
    Recognise that your organisation already senses change. People are intuitive, and the undercurrent of shifting dynamics is often felt long before it’s formally acknowledged.
  • Plan for Cultural Impact Pre and Post Announcements
    Strategic thinking about how changes will impact culture needs to happen before as well as after formal announcements. Too often, this vital planning is delayed until after the fact (if its done at all), making the situation harder to manage.
  • Stay Connected to All Levels of the Organisation
    It's easy to get sucked into lots of leadership meetings, but you must maintain communication with employees at every level. Town hall meetings aren’t enough. Attend monthly meetings across different departments. Yes, it takes time, but the investment pays off in trust and engagement.
  • Prioritise Self-Care
    Leadership during turbulent times demands a lot. Taking care of your mental, emotional, and physical well-being is critical—not just for you, but for your team.

Don’ts

  • Avoid Tough Conversations
    Don’t shy away from difficult discussions. Be honest and say that while you’d like to share more, you can’t just yet. If you’ve built trust, your team will understand and stand by you, even in uncertainty.
  • Burden Your Team with Your Worries
    Even though you may feel the weight of uncertainty, as a leader, it’s your job to manage your emotional responses. This is where support, like coaching, can be essential for senior leaders.
  • Fake Positivity
    Don’t pretend everything is great when it's not. People can see through false optimism, and it undermines trust. A compelling vision is important, but so is addressing the challenges that come with it.
  • Outsource Culture Change to a Committee
    Don’t leave the development of new values and vision statements solely to a committee without broad organisational input. Real change needs buy-in from everyone as part of a change programme.

The pressure to deliver results while navigating change can test your core values and integrity. But here's the real test: can you sleep at night knowing you've done your best to communicate honestly and lead fairly? If you’re struggling with that, you’re not alone. Many leaders do.

If you're interested in learning more about how I've helped other organisations manage major transitions, look at one of the case studies or get in touch for a conversation.

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