It is no secret that there is a LOT of change going on right now in the U.S. Much of that change is spilling over into our economy and our businesses. How do we overcome the (valid!) emotional part of these changes so that we can respond helpfully as leaders in our organizations?
A lot of the thinking you read about on change is on “wanted” change: I want to lose weight, I want to get a new job, I want to build a stronger relationship with my partner. That kind of change-work is focused on overcoming your internal resistance, and on developing new thought patterns and habits. In these situations, you are an active agent in your change.
What my company Halcyon Northwest works with a lot is involuntary change in business. And the grief, uncertainty, and sense of powerlessness that comes with change that is being forced on us, instead of willingly chosen. At its worst, this kind of professional change can spiral us into helplessness – and filter into other parts of our lives, affecting our relationships and our health.
A few suggestions:
Acknowledge what is happening, and the real-life consequences. For example: “Tariffs will raise our prices and affect my company’s ability to sell our products. That could affect our revenue, and I might have to cut staff.” Being clear about the issue prevents our brains from seeing it as a generalized threat, which creates elevated survival-based emotions in us. This helps you get a handle on your problem, as well as reducing the fight-flight-freeze responses that can occur. On that note:
Acknowledge your emotions. “I am scared and angry that the company/division that I’ve worked so hard to build, and the people who work for me, will suffer. And that I could too.” Same concept: naming the emotion reduces its power over you. Finally…
Talk through your potential responses with a neutral party. Find someone in your life who will not be affected by your company’s responses to these changes. This can be a mentor, an old friend, a fellow businessperson whose instincts you trust. Don’t suffer alone, share how you are feeling, and try out your ideas on someone else.
My colleague Edward West and I have been talking a lot about change in the past few months, as we’re just as affected by this as everyone else who is responsible for a business, organization, or division right now. He and I will be making regular posts on the topic of involuntary change for business leaders in 2025.
If we can do anything to help make people ready for change, so that they can respond usefully, we want to be of service.
Wanted vs Involuntary Change – Halcyon Northwest April 2025