“Trust the process” is a phrase that I frequently use when leading teams through massive changes and transformations like restructuring a department, implementing new strategies, or following a new vision. These are the type of scenarios where, as leaders, we need the conviction that our plans will work out for the best. In this article, I will share insights on learning to take a leap of faith in difficult situations and trust that your abilities will get you to the desired goal.  

Trusting the process is the fourth practice (a.k.a. discipline) out of the ten featured in this series of how you can unleash the career of your dreams. All ten practices help increase your leadership potential and performance. In case you have missed previous articles on the subject, here is the complete list of the ten practices as defined by the Institute for Professional Excellence in Coaching (iPEC):

1. Awareness
2. Acceptance
3. Conscious Choice
4. Trusting the Process
5. Authenticity
6. Fearlessness
7. Confidence
8. Connection
9. Presence in the Moment
10. 100% Energetic Engagement

Have you ever been asked to make the impossible possible? I have a few times throughout my career. One of the biggest challenges I faced was re-structuring a global team of about 80 people, turning the department from a tactical execution team into a strategic growth accelerator with 50% of the budget and a one-year timeline.

I succeeded by trusting the process. Here are a few specifics on my approach that you could apply to any business challenge you face.

1. I surrounded myself with my leadership team and business partners to take a deep dive into historical spending, and detached from legacy and geography to determine available funds.
2. As a leadership team, we took a white-board approach and started from scratch. We asked ourselves if this department had never existed, how would we create it? We were innovative and bold in our approach.
3. We vetted the plan and obtained feedback from internal and external stakeholders.
4. We started executing the plan and closely monitored the traction we were gaining despite massive push-back from other parts of the organization
5. We communicated with stakeholders regularly, transparently provided metrics, and listened to feedback
6. We adjusted plans as needed based on our learnings

The results started to show after about ten months, which we predicted. After a while, my team was not only respected and appreciated but we were also brought in as consultants for other teams in the organization to help them strategize. 

A common mistake is to make course corrections too early in the process, for example, without gaining desired results or facing opposition. It is normal for fear and doubt to set in at times. This is an opportunity for further insights. My recommendation is to go inward and re-align with your purpose and values to make sure your plan passes the pressure test. 

Trusting the process means having faith that your plan will work out and letting go of fears associated with outcomes or resistance to change. At some point in time, you need to execute without overthinking your actions. When you can embrace significant challenges as a learning opportunity, you will always grow as a person and leader. It is perfectly normal and acceptable to make changes to the plan along the way, which further shows that you are learning and evolving. 

As a professional coach and previous corporate leader, I have several tools to help you learn how to trust the process. If you are interested, contact me at angela@belladonnacareercoach.com.