Naturally as you move closer to the change implementation pressure increases. The symptoms manifest themselves as voices raised, people storming out of meetings, and a general disregard for the impact of relationships. (“After all, we’re almost done. If I make an enemy, so be it. The only thing that matters is getting done.”)
Anticipate lightening rods – perhaps a vendor reporting progress, or lack thereof, and deal with issues ahead of time. Vent in private. Get the bad news prior to the group meeting and prepare participants individually. Public blow-ups sometimes occur. The successful change leader steers these emotion-triggering interactions to the middle of the spectrum so the project team can remain focused on the change implementation. Additionally, towards the end of the change effort conduct as many meetings with all parties in person as possible. It’s unfortunately easier to blow up at a speakerphone and forget a human being is on the other end.
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