Leading Dynamic Change

Change is inevitable. It happens with us or without us. We can drift on the current going where it leads us and accept that we are where the current took us. We can accept the random hand that life has dealt us.

For some that is ok. They expect no more from life. They would say it is what it is. For some of us, it is an opportunity to lead Dynamic Change. We may put up a sail and travel against the current or find some uncharted passage. While we might never control the flow maybe we can influence where it takes us and what the outcome may be.

Dynamic Change comes when the right group of people shares an understanding of what is to be accomplished, know who they are as a team, and come together to engage in innovation and possibility thinking. There is a need for a shared understanding of what the team’s strengths are and where each member can take the team. It is important to agree where the team is now and how it got there. What can this team contribute that will make change and how does it plot a course that will bring it to Dynamic Change.

To Lead Dynamic Change you must start with:

  • What area is it critical to make change,
  • What constitutes Dynamic Change,
  • How will it both impact and benefit the store, the company, and the team members,
  • What processes that we do now can keep and why, and
  • What we should not keep.

This gives us a Tabula Rasa where the mind is in its empty or blank state. This gives us a blank canvas to build upon. The Leader needs to lead the team in open engagement and engaged listening. The Leader needs to also guide the boat through the current and inspire the team to be innovative, courageous and even outrageous. Often the best ideas come from those that may have the lesser knowledge about what we do.

Point of View:

To Lead Dynamic Change you should lead the leaders; teach them to be the voice of change. Create an environment of engaged listening that will inspire them and give them the courage to express their ideas. Ask them to imagine what ifs and the wonders of possibilities. Lead your team to a place where what you can imagine can be put into something that creates change. Most of all speak to the leader within all the team members.

Leading Dynamic Change can take your team from the mundane to being inspired leaders that are creators, builders, and dragon slayers.

Larry Tyler
Larry Tyler
I have 40 years of Retail Management experience. I am the person they send in to fix things. Call it a Store Focus Specialist, a Smoke Jumper, an Outlaw. I can work within the system or go outside the box when needed. I love walking into chaos and bringing order. I am not a key word person and my education came from mentors not schools. I believe that everything that we do starts with hiring the right people. Driving sales, merchandising, customer service and metrics are just keywords until you hire the right people. My top talents are Recruiting, hiring, training, associate development, and going into a focus store and turning it around. Most importantly I believe in people and that if you teach them, develop them and believe in them they will do far more than they thought possible.


  1. Thank you Larry! Change is truly the only constant. You talk about engaged listening which I love. Why? I talk about Engaged communication rather than Effective in my book and in some of my speeches. I believe there is a difference because of the importance of listening which as we know is 40 percent of the communication family.

  2. Change requires leadership marked by courage and patience, continually inspired by models of excellence, ready to turn problems into opportunities and anxieties into propulsion engines. Change Management is the expression of a basic attitude aimed at accepting the challenge of complexity with the resources of creativity and passion: the future belongs to those who can imagine it.

  3. I worked with many who feel that they are change leaders. But when you look at what they have changed, nothing really has changed. Language changed, but the process and culture didn’t — not one bit.

    And this gets people frustration when they hear someone is a change leader. Even if that person was that leader, people still remember the snake oil salespeople that gave them that raw deal.

    I think the most important thing for a change leader to do is change the mindset and make that change permanent; to make the change “epic”.

    • I think the hardest part for me is we made dynamic change. So now we have to sustain change. And be ever-changing. That’s what we’re working on as a team now what is the next step. Step one worked and was extremely successful but for change to be change it always has to be moving creating and for lack of a better word always changing. Let you know what’s next for us and how we sustain Dynamic change as a process

  4. Our firm focuses on change from the view points of
    – customers
    – culture
    – process
    – data

    Through these views we provide restructuring, modernization, and data driven business management.

  5. I have never heard of “Tabula Rasa where the mind is in its empty or blank state”. I have heard of being void of conscious thought. Now I know there’s a name for it. You’ve made all good points but one that stands out to me is the word ‘understand’. We can know a lot of things but until we understand the present context and historical past, we can’t create a better future – which, of course, requires dynamic change.

  6. Great information Larry and thank you for providing this list :) In further support, I wanted to add the importance of ensuring our team is ‘on board’, committed, and understands. This can easily be accomplished through active communication, acute listening, and motivating them by reminding them of the benefits of the change process/results~

    • Thank you Dr. Jennifer. I am grateful for your feedback. I like acute listening. Listening and asking question is a great place to start. Thank you again for taking the time to read and respond.



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