Neil Cordrey, with New Reality Leadership, and Michael Marshall, with The KLM Group, collaborated to bring you this post.

I would dare to say, there is not an organization of any size, complexity, product or service offering that has not experienced the challenges or frustrations associated with leading or managing change.  The ‘change’ could include organizational, operational or business demands. The number and types of potential challenges could be staggering. 

There is one important challenge to address while you are ‘in the process’ of a change effort. How do we support and lead our people in a positive way and abbreviate the time frame where frustrations are prevalent? The compounding factor is that all change has one prominent characteristic – AMBIGUITY. At times, there are more unknowns than clarity. 

For the people in your organization, there are proven ways to respond in ways that will support, nurture, and encourage people in the organization – at all levels. A job of the ‘leader’ is to help people see their way through the change – mentally and emotionally – in a way that moves them more quickly through the initial stages that create more anxiety and tension and further along to a place where they see possibilities and hope is renewed. We also acknowledge that employees have a responsibility to own the transition. Information on what both the leader and employee can do to help ensure a healthy progression through ambiguous change.

The KLM Group offers the following for your consideration and use. This information does not prescribe how to resolve the business challenge. Our aim is to offer you proven leadership practices that will have a positive impact on the concerns and emotional well-being of your people and help move more rapidly through the roughest parts of the change journey.

Please let me know your views, thoughts, reactions to the ideas reflected in this post.


Leaders can Maximize the Transition and Nurture the people / relationships during the change.

  • Communicate in some way regularly with employees even if to just listen.
  • Be visible as much as possible.
  • Listen more; talk less.



Embracing Change as Employees

  • Be patient.  Answers may not come immediately.
  • Don’t try to fix things right away.
  • Don’t’ let what you can’t do stop you from doing what you can do.
  • Do what you can with what you have where you are (Theodore Roosevelt).
  • Listen to coworkers and encourage each other.
  • Ask:  What is possible now with the current situation that was not possible before (Possibly you have time to work on something you have not been able to finish).
  • Take charge of the change as much as possible and help others to step through the change curve with you.
  • Think of how you would answer this interview question in the future:  Tell me a time you experienced a very ambiguous time of change.  How did you manage yourself and others through that change?  Use this change to create a positive answer to that question. 


Remember, in times of ambiguity:

  • Do what you can with what you have where you are.
  • Do not let what you cannot do stop you from doing what you can do.
  • Do not wait for the storm to pass. Learn to dance in the rain.


I would like to hear from you with your thoughts and ideas on what you’ve tried that could enhance the thoughts provided in this post. 

This ‘POST’ is brought to you through a collaborative effort by:

Neil Cordrey
New Reality Leadership, LLC

Michael Marshall
The KLM Group, LLC