Managing change is simply about letting it happen.

I've always questioned the traditional perspectives that change can be managed. I am more of the mindset that change is a situational pursuit, which doesn't even exist as it is first envisioned. I have learned though that the only way to achieve desired outcomes during any transition is to keep it simple, create a guiding context, and let it unfold one step at a time.

Over-engineering an effort to embrace change does not make the transition manageable. If anything, the obsessive focus on creating layers and layers of strategy, logic, and milestones is the very thing that gets in the way of making a change something to look forward to. In other words, complicating the transition process makes it exhausting to get the other side (a.k.a. the change.)

"Change is hard..."

...we often hear that. Even in cases when business initiatives for change are very straightforward approaches, which only pursuit is positive outcomes for the business to evolve. Yet change is in the eyes of the beholder. This can mean a distorted anticipation around what will be different once we make it through. But,

Can you prevent people from resisting something they don't even know how it would be for real?

Probable not. That said, management aims for control and rationalization. The expectation that you can "manage change" is based on the illusion that exuding control and focusing on rationalizing will make it easier on the receiving end. However, think again. In my view, that approach does more harm than service. It is proven that controlling chaos just makes crisis worse, and rationalizing human connection only makes people feel more neglected.

Letting change happen instead is all about creating and keeping up the needed momentum from beginning to end. Of course, from an organizational standpoint, a effective mix of change leadership, a support structure, and intentional communications are critical pieces of the puzzle. Nonetheless, the real secret to make a transition towards change is very simple:

Stay genuine, always. People know when we give forced answers. Speak the truth of what it's known for sure, what it's still being figured out, and what it's unknown. Changes fail when you try too hard to "sell" a vision that it is only of a few. Instead, keep things authentic around the organic nature of any transition.

Make disagreements a value. Set the context for people to vent and receive guidance towards developing their resilient skills as fundamentally necessary. People need to feel validated on their experience and concerns, and rather than "fighting" resistance as if it a disease, change efforts are more successful when opposing views are embraced, and turned into fuel to inform the emergent scenarios along the way. Don't waste time labeling those who oppose it, rather give them time and space to contribute their reality to the experience.

Make it cliche. There must be a sense of purpose. Changes always mean more than financial business outcome. Changes always are an opportunity for human growth. Bring focus towards the new ways, and how they take into account the best interest of the people who were affected. The mere emphasis on hard business/ rational drives in times of change cause an impediment to its own sustainability.

No one can do it alone. People need to know that we are all in it together, no matter how chaotic it can get. But one day, we will look back and realize it was all worthy. This requires the ability to build a patient audience. Today's business world fast-paces everything, but paradoxically change goes at every individual's pace. Find ways to time in when to pause and assess direction - this will actually help keeping things on track. Going on constant motion get things trapped in the complexity of details and causes us to lose the North Star that guide the way.

Keep it simple and down to earth. Let it be. That is the key to making positive change.

~Lindsay