Embracing Change

Most people say they embrace change, but the reality is that people hate change. People, in fact, enjoy things exactly the way they are. Because it’s predictable, and comfortable, and manageable. You know what you need to get done from when you get up in the morning to when you retire at night. No surprises. No sudden turns and twists. Change, however, is a catalyst for growth. You can’t grow, in fact, without changing. When leading through change, consider developing skills that center on the “three C’s”:

Communication. Marginal leaders tend to focus on the “what” behind the change. Successful leaders communicate the “what” and the “why.” Leaders who explain the purpose of the change and connected it to the organization’s values or explain the benefits created stronger buy-in and urgency for the change from their teams. 

Collaboration. Bringing people together to plan and execute change is critical. Great leaders work across boundaries, encourage employees to break out of their silos, and refuse to tolerate unhealthy competition. They also include employees in decision-making early on, strengthening their commitment to change. Marginal change leaders fail to engage employees early and often in the change process.

Commitment. The best leaders made sure their own beliefs and behaviors support change. Do you believe in the changes you are making? Change is difficult, but leaders who negotiate it successfully are resilient and persistent, and willing to step outside their own comfort zone. They also devote more of their own time to the change effort and focus on the big picture. Marginal leaders fail to adapt to challenges, express negativity, and are impatient with a lack of results.