The Change Eager Leader

Come closer.

Crouch down, I want to whisper something.

Change is among us.

You have known change as that sly creature, the feared beast stalking you in the dark, waiting to spring and devour you as prey. Backing you in the corner with just a small shield and ineffectual stick to defend yourself with.

No wonder you run from change, preparing to fight to the death to stop it devouring you.

There is another way. There is the Maverick Leader way.

Come closer, stand up, I want to tell you something.

Are you listening?

Change is not the beast, and you are not the prey.

When you become a Change Eager Leader you become the hunter, the stalker, the devourer of change.

Change, however, is not your enemy. It is your guide, your companion, your host to new opportunities, challenges, and growth.

When change is constant, and the pace is increasing, the only way to thrive in a complex world is to be change eager, the hunter, the prophet, and the executioner of change.

The Change Eagerness Matrix?[1]

The Change Eagerness Matrix? is a model which helps organisations understand the appetite for individual or organisational change, based on risk mindset and the perceived need for transition. Whilst making this assessment, utilising The Change Eagerness Matrix?, it is important to note that the need for change being non urgent or urgent, does not necessarily relate to time. For example, urgent might not mean ‘right now’, it might mean ‘if we don’t begin the change process then we will lose our market share within the next few years’. Blockbusters and Kodak film are prominent examples of this.

When strategising and planning for change, it is best to assess the Change Eagerness Status first, regardless of whether the change required is individualistic or collective in nature.

For example, in situations where the need for change is perceived as non-urgent and the risk mindset is one that values and needs certainty, then the situation will remain the same. The status quo of the current environment will be maintained and the likelihood of the individual or the organisation changing is low. This is the Status Quo.

When there is a perceived urgent need for change alongside a risk mindset valuing and needing certainty, there will be active change resistance; and a positive, timely change transition is low. This is the Change Resistor.

When the perceived need for change is non urgent and there is a risk mindset that values and responds well to uncertainty, there is the Change Agnostic. The individual or organisation is not taking a position on the need or urgency of change, preferring the decision to be taken elsewhere.

When a perceived urgent need for change is met with a risk mindset that values or needs uncertainty then there is an increased likelihood of a change transition taking place by committed, enthusiastic leaders. This is the Change Eager.

Once you have utilised The Change Eagerness Matrix? and have determined that there is a need for a change transition, your objective is to move to Change Eager, whist avoiding the Change Agnostic and the Change Resistor.

When an organisation or individual is certain of the environment that they operate in and believe that there is a non urgent need for the change they should remain vigilant. We operate in a world that is complex and constantly changing, it’s a fallacy to believe that an individual or an organisation can remain in status quo for a long period of time.

I have found that Change Agnostics will move to Change Eager when they are convinced of the urgency for change to take place. Similarly Change Resistors will become reluctant change acceptors when they receive more clarity on how the change affects them and more certainty on the consequences of the change. They will become more eager for change when the Change Eager Foundation Blocks are in place.

Next time I will show you those foundational blocks for Change Eager Leadership, and how they make a difference to change transitions and the mindset for change.

For now, recognise that there is no reason to fear change stalking you.

There is another way. There is the Maverick Leader way.

Come closer, stand up, I want to tell you something.

Are you listening?

Change is not the beast, and you are not the prey.

When you become a Change Eager Leader you become the hunter, the stalker, the devourer of change.

Change, however, is not your enemy. It is your guide, your companion, your host to new opportunities, challenges, and growth.

All effective Maverick Leaders are change eager, intuitively understanding that life remains in flux and that the status quo is a resting place for the ever vigilant, not the forever comfortable. Whilst constant change without rest is bad for the soul and bad for business, constant rest without change is death to the soul and death for business.

Contact me for the development of change eager leaders, and how to utilise Maverick Leadership principles for successful culture change and improved leadership capability.

[1] The Change Eagerness Matrix? - Trade Mark: Judith Germain

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Judith Germain is the founder and principal consultant of The Maverick Paradox, a leadership consultancy that utilises Maverick Leadership principles to enable business owners, leaders, the C-Suite, and organisations, thrive in complex, constantly changing environments by improving their diversity of thought, impact, influence and leadership capability.?

She is the leading authority on Maverick Leadership, an author, C-Suite and CEO Mentor, consultant, trainer, and speaker. Judith is a Brainz 500 Global honouree, recognised as one of 500 Companies and Influential Leaders who are recognised for their entrepreneurial success, achievements, and dedication to helping others.

Full bio and enquiries on how to hire Judith at maverickparadox.co.uk