I’m sure most, if not all of us, experienced change in our lives. In fact, we experienced change as we grew up and as our lives adjusted by simply attending school and moving to the next grade level. I often wonder if children are not the ones whom we should learn from and use as our example. They appear more adaptable and flexible than most adults. It was all too often that when the organization presented a new policy or a new way of doing something, the moans and groans began. However, once we got through the change and played our part, we discovered it was not so bad after all. Those that chose not to adapt to the change became inconsequential or ultimately eliminated themselves.
So first, why is change so important? I would offer that it depends on your environment and surroundings. The competitive environment forces many organizations to change. However, not everyone sees it or understands the necessity. So who is to blame? Or, perhaps not blame, but who is responsible for ensuring everyone understands the need for change? You, the leader.
Yup, you got it. One more thing to add to your plate. Remember, we never said that leadership was easy nor simple. A leader’s role in change is quite significant. Have you ever heard the expression “buy-in?” This was something that was thrown around quite often in one of my previous organizations. The buy-in of your people makes change possible. It is simply gaining their support and acceptance of the change. There are those that you may not attain their total acceptance, but you may gain their support. These are simply those that need and require facts and proof that whatever implemented change is for the best.
The point is, as a leader, you are responsible for helping your people and your organization through their change. But we cannot confuse this with managing. I like Moo Jun Hao and Rashad Yazdanifard’s (2015) definition and comparison of leadership and management. They defined management as a system based on planning, budgeting, and controlling and leadership as guiding employees in the desired direction while communicating with and motivating them to complete their tasks.
Change is inevitable; organizations must change to remain competitive, relevant, and desirable. That means people must change and adapt. Our role, as leaders, is to help our people accept the change, implement the change, and ultimately be the change. Lewin’s change model demonstrates these concepts. However, the point is that leaders must prepare and help their people through whatever change they are experiencing. This takes communication, trust, and guidance.
So here is the big question. Do your people trust you enough to understand that the change you are encouraging them to accept is for the better of the organization and them?
