W-A-L-K: Navigating Change and Crisis

Previously, we explored the five elements or ways that change and crisis negatively stick with us according to the people data we collected in the years leading up to launch of RiverWalk.

Within the same data analysis, we also discovered four pathways that can help us manage and lead in the midst of change and crisis. More specifically, there are four activity-types which collaborate (or work together) like oars on a boat to help us navigate through planned / unplanned transitions, shifts and pressurized situations in more healthy and positive postures.

Wail and grieve what was: This means emotionally, intellectually and socially preparing to face change and crisis. For almost every milestone moment of our lives, preparation is key to success. Imagine parents not getting ready to welcome a child into their home or lawyers not researching and investigating ahead of a big trial. You can do it, but why limit your chances of success? In the same way, wailing and grieving what was are critical but often overlooked steps in navigating change and crisis.

Anchor and reset horizons: This means becoming familiar with the new “lay of the land” in the wake of change and crisis. Greek philosopher Heraclitus tells us “No one ever steps in the same river twice. For it’s not the same river and they are not the same person.” One of the toughest obstacles we face is choosing to understand, accept and align on new realities. To anchor and reset horizons means assessing where things are with clear eyes so we avoid mistaking movement with progress.

Lead and organize vision: This means revisiting our why as a starting point to chart a new course. When America’s Apollo 13 space shuttle suffered an in-flight explosion, it left the crew without navigational tools. In the chaos that followed, Captain Jim Lovell knew the only way to get home from the vastness of space was to focus on one fixed object (Earth) and keep in the middle of their collective view. Leading and organizing vision is vital to navigating change and crisis because it becomes the one fixed object people organize their plans and efforts around.

Kaizen and win the day: This means learning new skills/competencies or adapting our existing skillset to help us be effective in new surroundings. In the late 1980’s, Japanese organizational theorist Masaaki Imai firmly embedded the mindset of “kaizen” (meaning continuous improvement) into the global lexicon. It proved to be the secret sauce behind companies like Toyota becoming lean and efficient and athletes like Kobe Bryant and his “Mamba mentality” to become a Hall of Fame basketball legend.