What “change” is – really

Photo of a white person's hands, facing away, with index and thumb creating a frame for the word CHANGE, isolated on a white background.

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 a health challenge, a new baby, a death in the family, a move to a new city – you get the idea.

The point is: change isn’t an isolated entity that “just happens” or that we “just decide to do.” It’s a reaction to something.

The decision to create change shouldn’t be made lightly or hastily. There’s a very real risk – and we can all point to examples – of knee-jerk change as a reaction to something that appears threatening or urgent. Knee-jerk change is seldom, if ever, the best solution.

There’s also a very real risk, and we can again point to examples, of avoiding necessary change, putting on blinders, failing to respond to a problem.

When we take the time to think things through, realistically evaluate risks, and consider options – including what the actual Thing is we’re reacting to – we have a far greater chance of positive, lasting success.

Curious about how change leadership is impacted by how the change is defined? Drop me a note through my contact form and we’ll set a time to talk!