Transitions: Making Sense of Life's Changes

by William Bridges

As they squint down the long table at me, I feel as though I am nobody talking to somebody. Who am I to tell them what to do? I am afraid that I sound like someone saying, “I know that you have your plans all set, and I know that you think that you are the real pros here, but let me ask you (please) to take a minute to consider…” Then I get a grip on myself and recall what it feels like when an executive team does study its plans with transition in mind and how wonderful it is when a well-made transition plan helps them to foresee and avoid the resistance that fouls up so many organizational changes. I remember what it is like to be sharing a feeling of accomplishment with them and hearing that my warnings helped them avoid costly delays and disruptions. I’m really offering them (I tell myself) the best way to achieve the results that they really want. What I am urging is a wonderful opportunity for them, not only to succeed but to learn something new in the process. I take a deep breath. “I want to suggest something that I think will help you get the results you are after,” I say, and my voice sounds different now, even to me.