[su_dropcap style=”flat”]W[/su_dropcap]HY ARE SOME PEOPLE more receptive to change than others? Why do some folks leave a meeting about a company-wide change excited about what’s new, while others shake their heads and instantly thinks of all the reasons it’s a bad idea? More importantly, as a leader what’s your perception and reaction to change? Do you desire it or fear it; seek it or avoid it; encourage it or resist it; manage it or does it manage you?
Not Everyone Is Like You!
Because of a client’s request to help him understand why a change initiative was not taking hold as quickly as he expected, I suggested using The Change Style Indicator for him and his management team because it describes a framework to better understand the existence of different perspectives and behaviors in regard to change.
The Change Style model presents a continuum along which individual preferences for change can range from extreme Conserver to extreme Originator. In the middle lies the pure Pragmatist. As the graphic reveals, in the general population, 25% are Conservers, 50% are Pragmatists and 25% are Originators.
However, most people exhibit combinations of these preferences to varying degrees, but overall, each person has a tendency toward either Conserver, Pragmatist or Originator preferences. Here’s a brief overview of each type.
Conservers
- May appear deliberate, disciplined and organized.
- May focus on details, established practices, and traditions vs results.
- Prefer gradual, incremental changes that keep the existing system intact.
Pragmatists
- May appear practical, agreeable and flexible.
- Tend to see both sides of an argument; serve as mediators.
- Prefer change that emphasizes workable outcomes and results.
Originators
- May appear unorganized, undisciplined, unconventional, spontaneous.
- Enjoy risk and uncertainty and like to experiment with untested solutions.
- Prefer quick and expansive change that may throw out the existing system and begin anew
How to Use This Model
After he and his management team realized the existence of a personal preference for change and understand where they fall on the continuum, they gained valuable insights into why they and others behave as they do in their interactions. It helped them shift their thinking from, ‘I’m right and you are wrong,’ to seeing the potential value in different perspectives and in how to make change work not only in their individual departments but throughout the company.
Second, they understood that to be an effective leader of change they will need to stretch themselves beyond their individual comfort zones to accommodate the opinions and perspectives of others. For example, those with a Conserver preference will be challenged to live with less certainty and more chaos while those with an Originator preference may be challenged to slow down and to reflect on what others are saying. Those with a Pragmatic preference will need to convey that they are not indecisive but rather they prefer to evaluate both sides of an issue before making a firm judgement.
[su_box title=”SMART MOVES TIP” style=”glass” box_color=”#2f598a”]For everyone the challenge will be to know and to understand ones’ own Change Style preferences with the resulting strengths and weaknesses as well as to respect the preferences, perspectives and opinions of others. Overall, in today’s fast changing business environment, leaders will be challenged to change how they relate to and interact with others who have differing opinions. Therefore, one of the most powerful capabilities of effective leadership is viewing situations from multiple perspectives especially in the emotionally charged atmosphere of continual change.[/su_box]
What do you think your change style is? What about the people you work with or supervise? Based on the different styles within your team, what is you biggest challenge? Finally what can you, as a leader, do to improve the perceptions and subsequently, the outcomes of change initiatives that are happening in your organization right now?
My Motto Is:
If you do what you always did, you will get what you always got. Therefore, MOVE outside of your comfort zone; that’s where the MAGIC happens.” To bring that magic to your leadership and business, subscribe to Marcia’s monthly Execubrief: Business Edge- Smart Growth Strategies with insights, intelligence and inspiration on how to build great businesses that matter- those that do well and do good.
Did You Know That a New Kind of SMARTS is Needed?
75% of leaders are derailed for reasons related to emotional competencies, including inability to handle people problems, unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust. – Center for Creative Leadership. Do you want to boost your emotional and social intelligence and be a more effective leader? Let me help you do it!
