| Change is a constant. It's always been with us, it | | | | such things as - |
| always will be, and it's never easy. That's something | | | | Global competition. |
| that doesn't change. | | | | Advances in technology. |
| But the challenge of dealing with it is greater today | | | | Automation. |
| because the pace of that change is accelerating. Only | | | | Increased governmental intervention. |
| fifty years ago, we had decades to adjust to | | | | Immigration. |
| significant changes. Today we often have only a year | | | | Changing values and motivations of workers |
| or two. Science, technology, transportation, and | | | | (Gen X, Gen Y). |
| communications are advancing so rapidly that all of | | | | What are you doing as a leader to anticipate change? |
| life seems to be in constant transition. | | | | What are you doing to stay current with new |
| That means that at times you may have to be | | | | market and employment trends? |
| ready and willing to make major changes to your | | | | What are you doing to encourage and help your |
| business and your life. You must be willing to abandon | | | | employees upgrade their skills and knowledge? |
| everything you've built, if necessary, in order to | | | | If you're like most business executives, I'm afraid |
| survive and prosper. | | | | your honest answer would have to be, "Not nearly |
| Most people can't do that. People naturally don't like | | | | enough." |
| change because it creates uncertainty. They | | | | You are your company's change agent. |
| instinctively resist it because they fear the unknown. | | | | That means that you must intentionally develop your |
| Effective change management is learning to anticipate | | | | company's workforce and processes to stay in front |
| the need and deal with it on our own terms. We | | | | of change. Personally dealing with change is one thing. |
| must anticipate change so we're not surprised by it. | | | | Helping others deal with it is another. |
| And we must anticipate where their market or | | | | You can help people more effectively manage |
| industry is headed so we can get out in front of it. | | | | change by - |
| Wayne Gretzky, one of the greatest hockey players | | | | Helping them understand the reasons for it by |
| of all time, captured the essence of this principle | | | | taking time to communicate clearly about the issues |
| when he said, "A good hockey player plays where | | | | and the options. Make sure everyone involved |
| the puck is. A great hockey player plays where the | | | | understands the rewards of change and the |
| puck is going to be." | | | | consequences of not changing. |
| Prospects frequently ask me "What if we try | | | | Considering the impact of changes on the people |
| something different and it doesn't work I respond | | | | involved and taking steps to minimize adverse |
| the same way each time, "Do you think sticking with | | | | effects. |
| the status quo is a viable option? How's that working | | | | Giving people opportunities to share in the |
| for you?" | | | | positive benefits of change. People want to know |
| Obviously it isn't or I wouldn't be there. | | | | WIIFM? (What's in it for me?) |
| We change only when the pain to change is less than | | | | Implementing new policies, procedures, and |
| the pain to remain as we are. | | | | approaches as organized components to |
| Nothing wrong with that. But too often we don't | | | | well-conceived plans rather than as knee-jerk |
| recognize how much pain we're in until it's too late. | | | | reactions to circumstances. |
| Many of today's business owners and managers are | | | | Get in front of it or you and make it easier to |
| in denial. They are refusing to face the seriousness of | | | | manage. |
| the changes that are occurring in the workplace from | | | | |