Being an Effective Agent of Change

Look into any book on business, management or leadership and you will find the vital topic of “change” considered an essential subject. The ability of individuals and organizations to change is crucial to growth, health and often survival. Leaders are often called upon to be “agents” of the change process. Visionary leadership sees the need for positive change, charts the course of direction and leads the way down the path. If this is the case, why does almost every consultant, business scholar and manager openly admit that most attempts to produce real change completely fail? Why is there almost universal agreement that most attempts to produce lasting change results in frustration and massive resistance? Here are a few things to keep in mind…
 
1.                  The overwhelming majority of people naturally and fervently resist change either in their personal lives or in the workplace. We like our “comfort zone”. Always doing the same things and acting the same way provides a sense of security and stability. In contrast, the process of change is viewed by most as risky, and unsettling. It is viewed as an “entrance to a new world” of unknown outcomes. Dear leader, this is reality and the prevailing environment that all leaders must accept and learn to deal with effectively.
 
2.                  The first big mistake most leaders make when attempting to introduce change is they fail to get the valuable input of others before they introduce or begin the change process! Too many leaders believe they single-handedly can initiate or force change upon others without ample explanation or consensus. All this will do is to guarantee greater resistance and resentment toward change even when introduced by the best of ideas or intentions. What is your reaction when change is forced upon you? How do you respond when change is thrust upon you without your opinion being considered important? If you want individuals to “buy-in” to an idea or process, it is wise to solicit their ideas and input very early within the entire process.  
 
 
3.                  The second biggest mistake most leaders make is that they end up spending far too much time later on trying to implement the change process! Why does this happen? Because they do not spend enough time upfront reducing resistance early in the process! People need to be logically and emotionally inspired to change themselves or their organization. Look at your own life. If you see a personal need for change due to observation or criticism, how successful will you be if you have not deeply convinced yourself of the need for improvement? The answer to this question can be seen in the millions of broken “resolutions” we make to ourselves during the course of a year. This is where your leadership skills will be tested and challenged. It is absolutely essential that you spend a tremendous amount of time vigorously teaching, proclaiming and convincing others why the change is necessary and healthy. Pontificating in a meeting doesn’t do it. Sending a memo doesn’t do it. A company wide meeting flashing a few PowerPoint slides doesn’t do it. Intimidating others doesn’t do it. What does do it is engaging in enthusiastic discussion with others as to why they will be better off contributing to the change process. Everyone wants a better work environment, encouragement, greater personal fulfillment, possible career advancement and potential gains in income. How and why will the change you seek to introduce contribute to their needs? If you have not prepared a convincing answer, prepare for massive amounts of resistance and frustration. People can accept the need for sacrifice and change if they are convinced it is a worthwhile process and will result in a better future.
 
4.                  Finally, remember that as a leader you are also a promoter. You must personally model the new change and sincerely listen to others. Show everyone you are open-minded and concerned about any new problems or challenges that arise. Others are watching you to see if you believe what you are promoting or if you are simply going through the motions. You need credibility to be an effective change agent! 
 
Years ago, a automotive television commercial stressed the importance of routine vehicle maintenance. The slogan announced, “Pay now…or pay later”. The point of the commercial was that routine maintenance is inexpensive but failure of a vital part is very expensive. As a leader you can make a personal investment upfront, and before the change process is introduced, or you can make a larger investment later on with greater odds of failure. The choice is yours!