Change is a reaction. Or perhaps I should say: the decision to change is a reaction. A reaction to … something. That “something” could be any number of things: significant economic or market factors, a leader’s insecurity and / or “shiny object syndrome,” a perception of new opportunities, unhealthy cultural shifts, and so on. On a personal level, it could be …
I don’t like change. (Wait. What?)
Was that a clickbait title? The thing is, I generally don’t like change. Just ask my husband; he’ll vouch for the truth of that statement. And that’s probably why I’ve studied change, learning how people react and / or respond to change, in order, in part at least, to understand my own reactions and manage them better. I look at …
Is help hiding in plain sight?
A potential change ally might be right in front of you. Perfect example: I was talking with someone who was supporting much-needed change within her organization. The change was mandated (for good reason) from senior leadership; she’s not directly responsible, but she does have influence. We spent a little time talking about the people actively resisting the change, and why …
A New Model for Change
I’ve often said that I’m not a fan of models and blueprints. And yet, despite that fact, I’m here to write about a model of change. Why? Because this isn’t a model of how to do change. It’s a model of the factors that impact change, regardless of what type of change it is, and regardless of whether or not it succeeds. …
What do you celebrate?
I don’t mean holidays. I don’t mean your birthday (or someone else’s). I don’t even mean milestones. I mean the small steps on a project. The shifts in perspective about a change. The ways in which your team supports each other. It’s way too easy to plow onward with the ever-growing to-do list, the endless projects, and, of course, the …
There’s nothing “soft” about this
Many of the skills I teach could be lumped into so-called “soft” skills. But there’s nothing “soft” about the impact of change on people – the people we lead, the people we work with, the people we live with. Change is hard. And when it’s change coming from outside the organization, without even the minimal control we might have professionally, it’s …
Sniffles? Sore throat? Resistance?
Sniffles and a sore throat are symptoms. Could be a cold, could be the flu, maybe RSV or Covid, or any number of other ailments. Resistance is a symptom. It’s not The Thing that’s keeping people from participating fully with your change initiative. It’s a symptom of something else, and treating it as if it were “just” resistance is not …
It’s not your imagination (with a formula!)
I wrote last week about CEO concerns around change and disruption. That was before I saw recent research from the consulting giant Accenture, which indicates that the rate of change over the last four years has accelerated 183 percent. So, yeah, it’s not your imagination: change really is coming at us faster than ever before. Last year alone, according to that …
Change is … the new black
Yes, I said it: change is the new black. It’s a cliché, certainly. But the rate – and impact – of change is not stopping. If you want a different cliché, I could say it’s the “new normal.” CEOs of major corporations, according to a recent study from consulting firm Alix Partners, are worried. They’re worried that they don’t have …
You can’t do change perfectly
There’s no such thing as “perfect” change, no matter how well or how thoroughly you plan. As boxer Mike Tyson observed, “Everyone has a plan – until they get punched in the mouth.” Change is inherently unpredictable and uncertain, and expecting it to be anything else will earn you the equivalent of a punch in the mouth. While not physically painful or …