What constitutes change? Leaders often contemplate this as they guide their organization through change with the sole goal of coming out better on the other side. This article examines the different aspects of change that I have learned to embrace over my years in the workforce.

Change is Inevitable

It happens. It is constant. Sometimes, you make it; sometimes, you are it. Sometimes, you can see it coming; sometimes, it is unexpected. Some changes make perfect sense, and some are headscratchers. Regardless, a change needs to be given a fair chance to succeed.

Leaders cannot effect change while maintaining the status quo because that change can affect people and processes. So, what gives? You have to start somewhere, and that happens with effecting the change.

People have to be made aware of the change itself, and how it may affect them and their ways of working. And then leave it up to them to be part of it, or step aside. Once in, you need to be fully committed to it.

Change is Relative

Change comes in many shapes and sizes.

Sometimes, you need radical changes to steer the ship back on its course or to take a completely different course altogether – this happens in organizations where entire teams are replaced, contracts are reworked, and work is paused for a period of time for the teams to regroup and replan.

Sometimes, you need subtle changes – tweaking some resources here and there, bringing in subject matter experts from within and outside to augment current players, reporting statuses that provide the full picture and shine the light on problem areas so the leaders can focus on meaningful actions to take.

Sometimes, it could be a blend of the two.

Lost in these is the fact that change is relative. What is subtle for some, is radical for others, and vice-versa. The question then becomes – how do those with the power to bring about that change see it – subtle or radical?

Change Offers Resistance

As humans, we are mostly creatures of habit and thrive in our comfort zones. “We have always done it this way and it works!” is a refrain I have often heard. Those who are set in their ways and have not known any other way tend to offer the greatest resistance. This is true of organizations that have long-tenured people who have now been made responsible for ushering change. The larger that group, the stronger the resistance.

If you write with your left hand and are asked to write with your right hand in 2 weeks, how would that go?

A good leader must take into account the people who have served the organization over several years, considering historical perspectives and how their contributions made the organization successful over time. Then bring in your own learnings from elsewhere and find the fit with existing methods that could double the success of the organization. Communicate your findings and ask for support.

Change Needs Support

Change has at least 3 important groups of players:

• Those who thought of it in the first place.

• Those who were brought in to implement that thought.

• Those who are tasked with executing the thought.

For any change to be successful, all 3 groups need to be aligned. Without alignment, resistance will win out and everything will return to the status quo.

Change Relies on Trust

This is an essential aspect of bringing about change. Those effecting the change, and those making the change must have mutual trust in each other’s intent. They may not agree on the paths, but the goal must be crystal clear.

It’s important to mention that agreement on approach can differ, but leaders can not lose sight of the goal. And once the goal is set, personal preferences must be put aside on the march toward that goal.

Change Needs Courageous Leadership

What ultimately drives change to success is the courage and conviction of those who thought of it. They need to be steadfast in their resolve to see it to completion. That does not mean being rigid but being agile enough without losing focus on the end goal.

When leadership succumbs to resistance, chaos ensues. The costs of getting it back on track could be enormous and can claim many bodies along the way.

Willful vs. Willing Change

For change to have a successful outcome, there has to be a willingness to change from within and not imposed willfully from outside. Willful change will get some traction but will eventually falter.

Willingness needs to be built over time – starting with setting a purpose, allowing people to fight their way through it and ultimately finding their way. This gives rise to organic support that will lead to desired outcomes.

Change Needs Patience

Above all, change needs patience. Yes, certain tweaks here and there can be done quickly, but when you see the big picture, then change needs time.

Many leaders often compare change to the turning of a huge ship – it cannot just pivot on an axis. It needs a runway, some open seas and no land mass in its way. It takes time and needs patience.

Unfortunately, in today’s world of here and now, that seems lost on many leaders. They look at short term gains – how they expect success every step of the way and any deviation from it is perceived as failure.

The Wrap

Every leader has faced, or will face some or all of these aspects while bringing about change. As a leader, you need to focus on specific aspects described above in the context of your own organization and the journey they are on.

Be ready to change yourself too, without losing sight of the outcomes. Find the right balance between what has made you successful and what areas presented learning opportunities. Change can be hard for all involved – be compassionate, courageous, and patient.