7 Coaching Questions to Navigate Change With Resilience
Hi leaders,
This month, I was reading CEO Janti Soeripto’s article in the Harvard Business Review about how she navigated the sudden funding cut to Save The Children this last January. I was really impressed by the article. In it she discusses how her budget of government funds was suddenly cut by 70%, and she had to continue running the organization as best she could. As I was reading, I found myself immediately making coaching questions based on her experience, that I knew I wanted to implement in my work.
Go read Soeripto’s full article at the bottom of the page, and I hope this list of questions is useful, whatever changes lie ahead for your organization.
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What do you need to grieve?
The first thing Soeripto mentions is grief. I think this is important because often when major changes happen–even good changes–there is a measure of grief involved. Things won’t be the same as they used to be, and part of being able to see the new reality fully is feeling the weight of what no longer is. What do you need to grieve in order to properly move forward?
What are 5 possible scenarios?
As Soeripto jumps into action, she talks about not knowing what the outcomes of the announced funding cuts will be. She discusses making a best-case scenario and a worst-case scenario and some things in between. I think this is a good practice for any organization going through major industry changes
Who is on your team?
Next, Soeripto talks about meeting with other industry heads going through the same problems, as well as high-up staff. We so often silo ourselves in moments of stress, but often the best ways to navigate through a change emerge through dialogue with the other voices around us. Connecting with others is important if you and your organization want the best ideas for how to move forward.
What makes you who you are?
After huddling with others, decisions need to be made. And the only way we can accurately make good decisions is by knowing our values and where we came from, where we stand. Taking a moment to rearticulate your identity will help in any transition phase for your company.
What is possible?
Now that you know who you are, it’s good to check in with what the future reality might offer you. What might you not be expecting? What things may go better or differently than your previously imagined scenarios? What if you get more than you’re expecting? Will you still be ready?
What is necessary?
In this article, Soeripto mentions having to make very serious cuts to her aid network based on the U.S. funding cut. No matter what type of organization you run, difficult decisions need to be made, and part of making those decisions is focusing on the essentials. You can always hope you get more, but when the worst happens, it’s good to at least know what is absolutely necessary.
What will you think in 5 years about this past version of yourself?
I try to live with no regrets, and it seems like Soeripto thinks the same way. Even when her work means the literal life and death of other people, she talks about making decisions she can live with several years down the road. I think it’s important to try to project yourself into the future because no matter the outcome, it’s good to know you at least did the best you could. Having a future self be proud of your current self is an incredible feeling, and I think this question helps us as leaders experience that.
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The article about CEO Janti Soeripto’s dealing with major budget cuts for the U.S. branch of Save The Children is worth the read. I’d recommend it. I hope the questions above help you navigate any changes that might be coming in your company, and I hope we are all able to navigate such changes with as much grace as Soeripto shows.
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