Navigating Change in Senior Teams

By Kate Davis, Executive Coach & L&D Consultant at BAND

The only constant is change, and without it, we risk the loss of innovation and creativity itself. 

However, leadership changes can send shockwaves through organisations. Whether planned or unexpected, shifts at the top create ripple effects that touch every aspect of the business. Using scenarios that might unfold in creative environments, let’s explore the challenges that arise during leadership transitions and strategies for managing change effectively.

Impact of Leadership Changes

Imagine a cutting-edge architectural firm known for its sustainable designs. The founding partner, a visionary who championed green building practices, decides to retire. Her successor is a rising star with a passion for AI-driven design processes. This shift in leadership could dramatically alter the firm’s direction and culture.

The new leader’s focus on technology might clash with the firm’s established reputation for hands-on, artisanal approaches. Long-standing team members might struggle to adapt to new design tools and methodologies. Clients drawn to the firm’s eco-friendly ethos might worry about a potential value shift.

Here’s another scenario: A charismatic creative director steps down after a decade at the helm. Known for fostering a collaborative, free-wheeling creative process, they’re replaced by a more structured, data-driven leader from a big advertising corporation. The change could create tension within creative teams accustomed to greater autonomy, potentially impacting the agency’s distinctive output.

Mitigating Disruption

When leadership transitions are planned, organisations can take proactive steps to smooth the process. In our architectural firm example, a carefully orchestrated handover might involve the incoming leader shadowing the retiring partner at crucial client meetings months before the official change. This could help reassure clients about continuity while gradually introducing new ideas.

The firm might also organise workshops where the new leader can share their vision for AI in architecture, demonstrating how it complements rather than replaces the firm’s commitment to sustainability. This could ease fears and generate excitement about the firm’s evolution.

For the creative agency, a transition plan might include collaborative projects where the outgoing and incoming creative directors work side by side. This could allow for a blending of styles and methodologies, easing the team into the new leadership approach. The agency might also consider forming a ‘creative council’ that includes senior creatives, ensuring their voices remain heard.

Responding to Sudden Departures

Sometimes, change comes out of the blue. Imagine a firm where the managing partner unexpectedly leaves to start her own practice, taking several key team members with her. The remaining partners must swiftly reassure clients, redistribute project responsibilities, and maintain morale among the staff left behind.

In this scenario, transparent communication becomes crucial. The firm might hold daily briefings to keep everyone informed, openly discuss challenges, and involve the team in problem-solving. They could also seize this opportunity to promote talented junior architects, demonstrating faith in the firm’s bench strength.

Or picture a scenario where a CEO abruptly departs following a disagreement with the board. Rumours swirl about the agency’s financial health and potential redundancies. In response, the agency might accelerate the announcement of several new client wins, arrange one-on-one meetings between senior leaders and key clients to reinforce relationships, and host a company-wide town hall to address concerns directly.

Building Resilience

Organisations can develop their capacity to handle transitions more effectively. 

Consider setting up a rotational leadership programme where emerging talent spends time leading different departments or satellite offices. This could create a pool of well-rounded future leaders who understand multiple aspects of the business.

Senior teams also benefit from scenario planning exercises. For example, they could run workshops exploring how they’d handle a sudden merger, the loss of a major client, or a significant shift in industry technology. These exercises help teams develop the flexibility and problem-solving skills to navigate unexpected changes. 

Rebuilding Team Dynamics

After the inevitable change has happened — however it was driven — it’s critical for teams to rebuild trust as quickly as possible. 

Consider an offsite gathering, as modelled in Patrick Lencioni’s Five Dysfunctions of a Team. At this, the team can explore individuals’ communication styles, personalities, and decision-making filters, helping to quickly create a feeling of ‘togetherness’ and trust. 

During that offsite meeting, the team can explore the company’s current vision and values — do these still ring true, or do you need to trim the sails and correct your course? 

Staying on Track

Ultimately, successful leadership transitions in creative fields rely on a delicate balance between preserving core values and embracing necessary change. By anticipating challenges, preparing thoroughly for planned changes, and developing the capacity to respond effectively to unexpected departures, creative agencies and architectural firms can navigate these transition periods with resilience and emerge stronger.

As one veteran design leader put it: “In our business, evolution is not just inevitable — it’s essential.” By proactively managing change and building organisational resilience, firms can turn potential disruptions into catalysts for innovation and growth, ensuring they remain at the cutting edge.

Get in touch with our expert HR team if you’d like to discuss any leadership changes in your business.