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Managing Transitions summary - available in audiobook and text formats 10m 31s

Managing Transitions

William Bridges, with Susan Bridges

Change is a given. How we navigate it is not. Managers need to be prepared for times of transition and seize on them as opportunities to innovate and find new ways forward.



CONTINUE

The Bottom Line

Change is a given. How we navigate it is not. Managers need to be prepared for times of transition and seize on them as opportunities to innovate and find new ways forward.

I. Introduction

Humans are change averse, but change is one of life’s only constants. This applies in business as much as in our personal lives. Layoffs, restructures, mergers and bankruptcies happen. Workplace cultures and norms shift; protocols, tools and approaches get revamped; company goals are rejiggered; and leadership may be switched up with little notice.

First published in 1991 and now in its fourth edition, Managing Transitions has withstood its own period of change. Written by William Bridges, an internationally acclaimed speaker and consultant who specializes in organizational change, the book remains a critical touchstone for managers and leaders who wish to make transitions for their teams as smooth and successful as possible. Bridges’ approach is the “Transition Model,” a roadmap that he created for teaching managers what to expect in times of change and how to productively navigate through them. The ultimate goal is simple, but realizing it can be elusive. As Bridges writes, “The results you are seeking depend on getting people to stop doing things the old way and getting them to start doing things the new way.”

II. Don’t Conflate Change with Transition

III. Transitioning Pains

IV. Pay Attention to the In-Between

V. Opportunities in the Neutral Zone

VI. Relief and Rewards

VII. Sustaining the Momentum

The Takeaway

COMPLETE INSIGHT

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