It's Transformation... Not destruction!

“And the day came when the risk to remain tight in a bud was more painful than the risk it took to blossom.” ― Ana?s Nin

The purpose of most difficult experiences is to ignite, inspire and influence change. These transitions may bring us pain before the gain, as we journey through the process of Change; whether it is life, leadership or business transformation.

Life Transformation

Mothers experience conception and often painful labour; then they give birth; turning their cries of pain into tears of joy!

A mother eagle stirs up the nest of her young birds, when she believes that they are strong enough to fly, but showed no desire to do so. 

In Life Transformation, we do not go through our storms, but, we grow and transform. We enter the process as caterpillars and emerge from our cocoons as active, bold, brave and beautiful butterflies.

So be mindful that our present situations are only small temporary troubles, they are light and momentary afflictions, and won't last very long. However, they produce for us a glory that vastly outweighs them and will last forever! ― 2 Corinthians 4:17

So, if your past battles left some scars, then wear them with great pride and seek opportunities to encourage and refresh others going through similar storms. Our battle scars are evidence that the wounds of the hurt have healed. Now, you are stronger, overcomers and victorious warriors; therefore we are qualified, great life mentors. We also have more resilience to thrive in our personal and professional lives.

Leadership Transformation

Transformational Leaders will guide their organisations through drastic changes to implement innovative solutions for growth and maturity. There should be a well-defined Transformation Strategy in alignment with the corporate and technology strategy. A Transformation Roadmap will outline the portfolio of the planned innovative initiatives, products, programs, projects, creative solutions, the milestones, and deployment plan to achieve the envisioned future state and benefits. The Transformation will challenge the current state, organisational culture, and the status quo; probing the past, the present, the many years of experience, the prominent wins, the most significant successes, as well as the failures, emerging risks and the competition. The transformation will disrupt the enterprise-wide comfort zones, stir the nests of the leaders in various business units, as well as ruffle middle management and individual's feathers. 

Change is hard and painful for everyone!

`` We must bear in mind, then, that there is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things, whilst those who expect to be benefited by the new institutions will be but lukewarm defenders. This indifference arises in part from fear of their adversaries who were favoured by the existing laws, and partly from the incredulity of men who have no faith in anything new that is not the result of well-established experience. Hence it is that, whenever the opponents of the new order of things have the opportunity to attack it, they will do it with the zeal of partisans, whilst the others defend it but feebly, so that it is dangerous to rely upon the latter.'' — Niccolò Machiavelli, The Prince 

If the organisational culture does not compel, reward nor recognise new creative thinking, then the transition from the creation of the unique, innovative opportunity throughout to the implementation is going to be slow, long and painful. This resistance could be that the organisation may not have the right skills, competencies, resources or the time to review new innovative ideas, engage with stakeholders, or understand the research, and best practices. Often these creative ideas may challenge the status quo and the current capabilities, making the people uncomfortable or intimidated. Manifesting a Change transition that is extremely difficult or impossible due to the real or perceived risks and fears.

Leadership and organisational cultures that embrace, rather than resist Change will be future-ready. There is a definite understanding that unsuccessful and ineffective management of the change will hurt employee morale, productivity, performance, market-positioning, and profitability. Therefore future-ready organisations embrace a culture committed to continuously improve and mature, with responsive and nimble strategies that optimise the supporting infrastructure:

1. People, Process, Product, Place and Performance metrics
2. Culture and Talent
3. Organizational Alignment
4. Leadership Accountability

Leaders should create a culture that embraces Change. They should empower and equip their resources to conduct diagnostics (define, measure and analyse). The diagnostics assess the current state, the risks, organisational culture and change impacts. Identifying the findings and recommending the right strategies, to be proactive ahead of the curve, and at the same time having the flexibility to respond to ambiguity and complexities. This mindset allows the organisation to encourage creative thinking. They can identify innovative solutions and maximise the first-mover advantage. These organisations will remain competitive, emerge as the market-leader by quickly adapting to the emerging technologies, industry best practices and other environmental forces. 

Business Transformation

In a nutshell, the key to successful business transformation is to target the change at the core of the organisational culture:

Facilitate the Diagnostics. Define, Measure, Analyze the current situation using a structured data-driven and Process Transformation methodology (e.g. Six Sigma)

Design the Transformation Strategy, Roadmap and Governance. Establish and formulate the Change vision; the perspective, need and value of the Change in the enterprise, organisation, initiative and individual level. Develop and deliver the Change Management strategy and tactical plans required to bridge the Change transition gap and enable the Change; considering the 5 Ps - the people, process, product (technology, tools), place (the workplace, it is structure, systems, design) and performance metrics.

Verify the benefits realization. Sustain and reinforce the Change so that the expected benefits and outcome are realised and continuously improved. Walk the Talk by rewarding and recognising the aspired behaviours. Institutionalizing the Change by integrating the Change tactics into the organisational design, capacity, capabilities and systems (such as leadership alignment, strategic planning, talent management, culture, competency, learning, communication, succession planning, performance management, development plan, performance scorecard and KPIs.)

This disciplined approach to the current/future state assessments will define the need for the Change, the impact and risks, uncover root causes of the inefficiencies, and identify breakthrough improvement opportunities. Providing the instruments to inspire, influence and implement the Change; gaining commitment, buy-in, adoption, effectiveness, and sustainability of the Change.

Remember, Change is hard. Change is also a process, not an event. Change Management requires empathy, patience and management of the stakeholders with creative tactics to embrace and enable Change; managing the resistance and pulling individuals through the Change Curve. Change Management is beyond mass communication and training; requires engagement, encouragement, education, empowerment, and elevation. Transformative Changes are disruptive, paradigm shifts, and effective Change Management is required to minimise non-productivity and overcome resistance to produce the desired behaviours and reinforce the Change.

"For people who don't understand development, radical or dramatic changes may seem like destruction, but to ones who do, they know it's transformation... Nevertheless, Change hurts, it is hard for everyone and must be managed - to minimise disruption to the organisation, to change the behaviours of the leaders and to promote mental wellness in individuals!" — Nicola McFadden, Nikimac

Please check out a few other motivational quotes about transformation.

"You can't make an omelette without breaking eggs." - unknown

“The shell must break before the bird can fly.” — Alfred Tennyson

"It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad." — C. S. Lewis

“For a seed to achieve its greatest expression, it must come completely undone. The shell cracks, its insides come out and everything changes. To someone who doesn't understand growth, it would look like complete destruction.” — Cynthia Occelli

" 'In the same way, I will not cause pain without allowing something new to be born,' says the Lord. 'If I cause you the pain, I will not stop you from giving birth to your new nation,' says your God." — Isaiah 66:9 NCV

We know Change is painful and take pleasure in this assurance; It is transformation, not destruction. The old has to die to give birth to the new!

About me: A tropical Jamaican girl, a cherished diamond, honed by the pressures of Life Changes, Corporate Culture and the Cold Climate in Canada! I am Nicola McFadden, lovingly called, Niki, the CEO and Founder, Nikimac Solutions Inc.; a Transformational Consultant, and Coach in Business, Leadership and Life. I am a Corporate Trainer and a Multi-Certified Leader - A Certified Lean Six Sigma Black, a Change Management Specialist and Project Management Professional (PMP). I am also an Empowerment Speaker, a bestselling author of the self-help book series, Rebound Faith: Chayah. I am the Visionary behind, the Women Empowerment Community, 'U Power Up - Life Happens; Stay Strong!

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