This is part of the series “Lessons from Change Management Strategies and Long Distance Running.”

During training, my right knee would start hurting after about 4 or 5 miles; so it was no surprise when the pain started around mile 4 the day of the race. The pain was sharp, it got worse, and the urge to stop increased with every step. But it was not unexpected and I knew what I needed to do to manage the pain through the next almost 13 miles to the finish line.

Large, complex organizational change is painful at many levels. It is painful to those impacted by the change because it takes them out of their comfort zone and stretches them to unlearn old habits and learn new ones. It’s painful to the change leaders because it feels like running in sand. But what does pain look like during organizational change?

At the bottom of the organization, change pain feels like this: Confusion about the change and uncertainty about the future. Disbelief at the expectations. Distrust of the top. Fear about job security. Anxiety of the unknown.

At the middle, change pain feels like this: Guilt about divided loyalties. Torn between management’s wishes and their people’s best interest. Trepidation about how sell others on a change that one hasn’t bought yet. Fear about losing status. Frustration at the disruption of it all.

At the top, change pain feels like this: Suspicion about people’s support. Worry about the decrease in productivity and performance. Perplexed about why others don’t get with the program. Frustration with the pace of change.

Managing pain is critical to the successful completion of a change program. Here are a few ideas from long distance running:

1. Expect it – In long distance running, the expectation of pain prepares the runner to deal with it. Complex change is disruptive and will often lead to a drop in productivity, lower quality, and require more effort to produce the same or less output. Preparing for it helps minimize the impact of the disruption.
2. Focus on the goal – In running, the finish line is the goal, milestones help keep the end goal within sight. Pain during change is a big distraction. It glooms the view of the future and hampers motivation. A clear view of the end goal helps put the pain in perspective. Frequent communication and reminders about the goal helps people maintain focus on the end state.
3. Focus on the positive – Good runners thrive on positive thinking. In leading change, pay particular attention to what is going well. Yes, some people will question the change, but plenty others will be ready for the change. Some people will hang on to the old ways, but many will eagerly embrace the new. It is important to focus on the positive and celebrate victories, even small ones.
4. Adjust the pace – It is important to remember, however, that pain is a feedback mechanism and should not be ignored. Look for signals of pain and do something constructive about it. This might require a change in pace. For specific ideas about adjusting Pace, see the previous post and review points 2) Go slow to go fast, 4) Set appropriate milestones, and 5) Finish strong.
5. Keep going – With renewed focus and steady pace, keep going. People need to know that the change is here to stay. For people to engage in the change, they should have visibility of the main objective and the roadmap to arrive there. Persistence and flexibility are both necessary to always moving the change forward.