Change Is Inevitable

Change is inevitable
Recently, a friend and ex-colleague advised me that the company, he worked for and that I spent eight years at, has just lost the government contract that they had held since 1998.  The government advised them that they were no longer on the list of approved tenders for the contract. Although over the years they have successfully applied for and won the contract.  I left the company 3 years ago on compulsory redundancy terms, I know that from the time I left, there was another consultation period, in which friends and colleagues also lost their jobs.  For those friends and  ex colleagues still left at the company another period of change and uncertainty has started. 
This leads me into William Bridges  Book “Transitions” a copy of text which is below.
As William Bridges highlighted in his 2008 book “Transitions”, there is an important distinction between change and transition.  ‘Change’ is situational for example relocation, reorganisation, redundancies.  ‘Transition’ is psychological and there are typically 3 phases that people go through, as they adjust to the new situation.  Those phases are:
  • ‘Ending, Losing, Letting Go’ – letting go of the way things were and how people identified with it
  • ‘The Neutral Zone’ – an ‘in-between’ time, when the ‘old’ is gone, but the ‘new’ is not fully functional
  • ‘The Beginning’ – coming out of the transition, making a beginning, with a renewed sense of purpose that makes the change work.
This to me demonstrates an old adage that “change is a  constant factor in everyone’s life.
 I am indebted to Antoinette Oglethorpe, coaching colleague of mine for the few points that she has set out below 
If change in an organisation is going to be successful, it’s important to help employees manage the transition  through the three phases.
Unfortunately, continuous change within organisations means we’re spending a lot of time in the neutral zone, and it’s this ‘in-between place’ that creates most apprehension.
Here are 5 ways that managers can help employees cope with this change and uncertainty and instil a sense of hope.

1.  Recognise that it’s a difficult time and encourage employees to think about what “surviving well” would look like.  

How would they know that they had come through it as well as they would like?

2.  Focus on what they can influence.  

One reason change causes such fear and anxiety is the feeling that you have no control or influence over the result Managers can help employees through this by getting concerns out in the open and discussing which they can influence and should therefore focus on and which they can’t influence and should therefore let go of and not waste energy on.

3.  Focus on what they do have, rather than what they don’t. 

 What are they already doing to manage as well as they are?  What steps have they taken to look after their health and well-being through this difficult time?  What has helped them cope with change and difficult times in the past?

4.  Recognise and value their hard work and resilience during ‘tough times’.  

It can be especially hard for managers who are also going through change and might not be getting much support.  But give your employees  genuine, positive feedback on what you’re impressed with about them.  It’s also helpful to note the personal techniques they have used over the past few weeks and months that have helped them to manage as well as they have.  It’s a powerful way of helping employees feel more empowered.

5.  Identify steps they can take that will make a difference. 

 By highlighting all the actions they have taken so far and all the resources they have available, employees will be able to identify small steps they can take immediately to make further progress.

Leave employees to cope with change and uncertainty alone and they are likely to become paralysed by anxiety and increasingly demoralised.  Use these strategies and it will help them see beyond their immediate limits, focus on what they can do and keep perspective, all of which instils a sense of hope and optimism.

Pilot scheme

Pilot Scheme
I recently decided to restructure the Pilot Scheme.
If you are a small business and reading this maybe you are going through some change that requires some business support to assist you with seeking the goals and outcomes you want.

And you probably already know that a business support programme is the most effective route to getting results and building a sustainable business.


A good business support programme is based not only on delivering individual outcomes. It also delivers good organisational outcomes as well. Here is just a couple of examples, that a business support programme can deal with.

  • Increased organisational effectiveness.
  • How things work in the organisation.

The plain advantage is personal and professional career development for the individual and ultimately the organisation

The programme is a bespoke programme which is unique to your organisation will not only assist the individual, it will also provide rewards for the business.

So it is best to formally design and structure the process and used in a situational way, it will provide development, by making use of what is there.

By working with an experienced business support coach,  I assist you with finding a direct approach to seeking the outcomes you want and laser-focus in on the things you need to be doing, Using strategies that’ll bring you the best results fast.


We’ll use   Skype and/or onsite sessions to discuss your most pressing issues and assist you with finding the potential outcomes, and help you get clear on where you want to go with your business and how to get there.  Alternatively, we could arrange an onsite visit. Either way sessions and fees need to be agreed with the client before sessions commence.


The main criteria for the support sessions are particularly aimed primarily at small businesses.

1. Turnover over of at least £150,000
2. Have a maximum of 5 Staff
3. Located in the Northumberland Area.
Session criteria is in consultation with the client.


If you think you may require some help. please, contact me on +44(0)7920162550 or alternatively go to the contact page and fill in your details and I will contact you. usually within 24 hrs.


Change Management And Employee Engagement

Seminar Update

Change Management and Employee Engagement Seminar

You are cordially invited to our first seminar of the year.
The seminar is being co-hosted by Pathway to Solutions, Changing Directions Associates Ltd and Peninsula Business Services This seminar is a Free Event.
The seminar is to be held on 18 March at Peninsula Business Services HQ in Manchester
The topics will include:
  • Change Management.
  • Employee Engagement.
  • Changes to employees rights that came into  force in 2015 .
In  today’s  tough  economic  circumstances,  organisations  are  seeking  competitive advantage through the best use of their people more than ever before. We know that people are the key to business success.And  we’re  familiar with the research that shows that engaging and enabling employees boosts performance by 15-30%.
We’re  going through unprecedented change. Organisations are under increasing pressure to do more with less which has led to flatter organisations, expanding roles, increased workloads and huge amounts of doubt over the future. And all of that feels hugely punishing to employees.
Therefore, the biggest challenge facing today’s organisations is to raise performance by bringing the best out of people. This means retaining talent and engaging your staff in uncertain times through constructive conversations. With people under pressure to deliver, every conversation counts.
Come and see how to create strategies that will help with  employee engagement and retention of staff that will give you the extra edge in  performance in today’s market place.
In addition you are welcome to bring a  guest.
Yvonne and Owen
Please go to this link where you will find an attached PDF  letter   with the instructions for attending this seminar are at the bottom of the letter.