đ ON NAVIGATING TRANSITIONSđ EXAMPlE 01. PITCHING IDEAS UP THE CHAINđ EXAMPLE 02. GUIDING AN EMPLOYEE THROUGH A TOUGH CAREER DECISIONON NAVIGATING CHANGE
If youâre currently in an Elevate Program, you know I've spent the past few months in a state of transition, saying goodbye to the West Coast and moving 2,500 miles across the country. As exciting as it was, it was also a reminder of how disorienting transitions can be. Even when youâve planned for them, thereâs still uncertainty, adjustment, and moments where you wonder if it will all be worth it.
With this in mind, the two examples in this monthâs newsletter highlight ways to support team members navigating transitions in the workplace. One Elevate participant had to step up and offer guidance when their boss left, while another supported a team member in deciding whether to stay in her role or explore a better fit for this stage in her life.
What stood out in both situationsâand what Iâve been reminded of in my own transitionâis that when big changes happen, itâs always helpful to root ourselves in our values. Values simplify complexity. They help us make decisions with more confidence and communicate with more clarity. Ultimately, they give us a sense of steadiness even when everything else is shifting.
So, what transitions are you navigating right now? And how are you grounding yourself in what matters most?
EXAMPLE 01â PITCHING IDEAS UP THE CHAIN DURING A LEADERSHIP TRANSITION
The Situation
"I'm at a crossroads right now as my boss has just announced their departure. With leadership in transition, I see an opportunity to bring forward ideas on how to navigate the changeâsuggestions for restructuring workflows, supporting employees, and ensuring continuity.
But Iâm hesitating. I know my bossâs boss likely has their own vision for the department, and I donât want to overstep or seem like Iâm challenging authority. At the same time, I recognize that leadership isnât as involved in the day-to-day and might not have the full picture of whatâs needed on the ground. The question is: how can I position my ideas effectively and make sure theyâre heard?"
â Elevate Collective Participant The Solution
As we explored how to approach this conversation, we focused on framing it in a way that would be well received. A key strategy was anchoring the discussion in shared valuesâwhat mattered most to her, her colleagues, and her bossâs boss.
First, we identified why this conversation was important. What were the priorities that needed to be articulated? For instance, if cross-functional effectiveness was a major focus, that became a guiding principle for the conversation. By framing the discussion around a shared priority, she ensured that her bossâs boss would see the relevance and value of her insights.
Next, we considered how sharing these insights was beneficial not just to her, but to her bossâs boss as well. She was hesitant about overstepping, but in reality, she had crucial information to offer. Her previous manager had run the department autonomously, meaning her bossâs boss likely lacked key operational details. Instead of making him spend valuable time gathering information and getting up to speed, she could streamline the process by proactively providing clarity and recommendations.
By positioning herself as someone who was offering valuable insights rather than making demands, she was able to shift from hesitation to confidence. She framed the conversation as an opportunity to help her bossâs boss succeed in managing this transition. With that approach, she was able to have a productive and well-received discussion that positioned her as a strategic, solutions-oriented Elevater.
EXAMPLE 02â GUIDING AN EMPLOYEE THROUGH A TOUGH CAREER DECISION
The Situation
"I have an employee with high anxiety who went on maternity leave early due to having a NICU baby. We made accommodations for her to work remotely, and she was scheduled to return in a hybrid role tomorrow. However, after nearly six months away from the office, she has now requested to work fully remote. Our company places a high value on in-person collaboration, and leadership has invested significantly in our office space to foster that culture.
She doesnât report to me directly but to my marketing director, who is struggling with how to approach this conversation. He has a natural tendency toward harmony and empathy, making it difficult for him to deliver the message clearly and firmly. While we would love for her to stay, the role is not available as a fully remote position, and she has a decision to make. Itâs tough because we all care about her, and she loves her work, but I need to balance empathy with whatâs best for the business."The Solution
In this situation, we discussed how she could support her marketing director in approaching the conversation with clarity and compassionââstaying in alignment with both his personal values and the organization's. While the marketing director needed to communicate that a fully remote position wasnât an option, it was crucial to frame the discussion as coaching rather than feedback. We explored ways to ensure the conversation felt supportive rather than confrontationalâreinforcing the companyâs in-person work expectations while making the employee feel valued.
We emphasized the importance of making it clear that while the company would love for her to stay, the role required an in-office presence. Rather than creating guilt or pressure, the focus was on helping her make the best decision for herself and her family.
Ultimately, the directorâs role wasnât just to state what was "allowed" but to provide the space, tools, and support for the employee to make a confident decision. It became clear that what mattered most to her was maintaining a balance that worked for her family. Thatâs why questions like these became essential:
What does the right balance look and feel like to you?
How would a hybrid role support or challenge that?
What worries you most?
What information do you need? Would it be helpful to hear from other mothers in the office whoâve navigated similar situations?
By asking thoughtful questions, we reinforce the idea that there isnât a single ârightâ or âwrongâ choiceâonly one that aligns with our needs and values at any given moment.
And whatâs powerful about a manager taking this approach is that it shows genuine care for their team member as a whole person, not just the work they produce. If returning to an in-person role isnât truly the best fit, thatâs okay. While we may selfishly want them to stay, elevating those around us means prioritizing whatâs right for themânot just whatâs convenient for us.
Questions, comments, or have a situation you'd like support on? Leave a comment!