Personal Change Management Philosophy

Being a change master is a double-edged sword since it can make some people gay and others frown. Naturally, human beings have the tendency to view change as a threat and distraction to the status quo. Most people tie up their identity with what they do and therefore tend to resist change even before understanding what it is intended to achieve. Nevertheless, for organizations to develop and grow, they need to implement relevant changes constantly. On one side, change may prove exciting, career-enhancing, enriching, and educational, but it can also be frustrating, hazardous to one's career, and demoralizing. Therefore, to have an effective change, the change master must be versatile enough to address both sides and ensure that resistance is limited. As a change master, I operate following the philosophy of “inspiring and leading through action.”

I believe that followers must always be inspired to appreciate their roles and responsibilities and accept inevitable organizational changes. While some change leaders tend to micromanage the employees by setting the to follow some prescribed confines, I believe this is not the right thing to do. Such agents are strict adherents of the present-day educational system, which focuses more on dependency than change-agent thinking. The followers are regarded as absorbers of whatever it is that is taught to them and are supposed to apply it within the set boundaries. Therefore, they are discouraged from being creative and innovative as they are shunned from asking any troubling questions. However, such a system produces a category of employees who cannot address unforeseen troubles in their day-to-day activities. My leadership philosophy focuses on inspiring the followers to widen their novelty and give them a chance to have their ideas heard and evaluated based on their expected outcome.

As Manurung (2012) asserted, modern times are replete with events that challenge persons to take up change agency roles. Individuals are forced to take action and implement the necessary change to address such uncertainties. Such changes' successes depend on the reaction of the followers and their attitude towards the change. To ensure that followers agree to the changes, I always ensure that I involve them in the change process so that they have a better understanding of what the change is and why it is necessary. Simply offering information or providing armchair solutions may not produce meaningful change. To make progress and address the issues properly, it is essential that individuals shift from being simple observers to active change agents. When all the members are involved in the change process, it becomes very easy for them to accept and be part of the change process since they feel that they own the change. This is in line with the Kurt Lewin Change Model, which comprises three steps viz; unfreezing, changing, and refreezing (Manurung, 2012). The theory emphasizes the need to create a perception of why the change is necessary, the need to move to the new desired level, and finally, making the new behavior the norm.

I also consider communication as a valuable practice for a good change master. Effective communication not only eases the process of doing things within an organization but also generates the required synergy, which makes it possible for the team leader and the team to understand what the team is working to achieve. Further, effective communication facilitates cooperation and makes the team members have a sense of belonging and ownership of the project. As a team changer, I value communication a lot. The communication is two-way in that as I make my intentions known to the members, I also give a chance for feedback to determine what their intentions are. If there are any queries raised, I ensure that I have addressed all of them in the best manner possible. Communicating with the team members ensures that the entire process is clear to everyone and the need for the change is clarified.

As Manurung (2012) noted, change does not only have to begin with the leaders in an organization. Anyone has the capacity to communicate about a particular change that would ensure a better performance for the organization. In their argument about the need for change within an organization, Sibbet and Wendling (2018) argued that every company or organization requires a band of insurrectionists who have the courage to break the rules and take risks by questioning the existing processes and systems. The challenge that exists in this is how the person in the lower cadres will communicate the change without being seen from a negative perspective. This is where the need for apt communication skills arises since the person is expected to communicate the need for the change with their seniors in an organized manner that would be received positively. As a change master, I believe in listening to such concerns objectively and being able to make the right decision based on the status of the organization. Therefore, while there are times I would authenticate such a change communicated by the subordinates, there are also times that I would reject such a proposal following deep scrutiny. In the latter, I would explain to the individual why the company does not need the change at that time and offer proposals on how that can be improved.

I also believe that personal attributes play a significant role in making one a good change master. There always exists an interplay between personal attributes and vision. For change to be effective, the personal attributes of the project leader must align with the organization's vision. If the two do not align, then there are bound to be some challenges. Change agents possess personalities and characteristics that appear to be bigger than life. Further, the situation also matters a lot in making one either a successful change master or not. For instance, in the 1930s, Winston Churchill was a politician who was at his lowest, and there were barely any signs that he would become a famous person in the future (Sibbet and Wendling, 2018). However, when World War II began, Churchill's skills and personality matched what was needed, and he became famous to the point of becoming the prime minister of Britain. In this case, Churchill did not change who he was, but the situation changed. In the same manner, unprecedented events in the organization may either make the leader shine or fail.

As far as personality is concerned, change masters require emotional resilience and tolerance for ethical conflicts. As a leader, there are a number of situations when one will be required to make critical decisions within the organization. While some of the decisions may be personal and others organizational, they nevertheless affect the emotional stability of the person. Therefore, a good change master needs to have the emotional resilience to cope with such eventualities. Further, one may realize that the changes that they plan to effect will affect some people negatively. While a leader with weaker emotional resilience will avoid making such a move to avoid hurting some people, a leader with strong emotional resilience will weigh between the expected benefits and the damage to be caused before deciding on the change process (Manurung, 2012). For those to be affected negatively, such a leader will be ready to address their plight in the best manner possible. Since change is inevitable, my leadership philosophy is rooted in the belief that constant interaction with the followers and engaging them properly is important since, at the end of the day, every follower needs to understand why the change was necessary.

As a change master, I also strive to lead by action and not words only. It is very easy for a leader to say what needs to be done, but if they are not engaged fully in the implementation process, they may not inspire courage and trust in the followers. Therefore, one needs to be there to "walk the talk." By leading through action, I motivate the followers to copy my behavior and perform their duties as expected. Over time, I have realized that when I lead by action, the followers are motivated, and it helps them to see what lies ahead and therefore act accordingly in order to counter any challenges that they may encounter along the way. If, as a leader, one cannot lead by action, then there is bound to be frequent conflicts among the group members. Karp and Helg (2018) noted that the primary duty of a leader is to inspire other people to do their best and benefit the organization. What this means is that the leaders need to be an embodiment of the organization's success if they need to see the same from their followers. Otherwise, leaders who lack the hands-on experience and capability of what they want to be done or be able to visualize the change they intend to make may not inspire their followers. Therefore, as a change master, I value the need to set an example to the followers by being with them during the performance of various tasks. Such an act also makes the followers more determined to achieve the best since they are motivated by the leader's actions.

Being a leader does not mean that one has to bulldoze their way anyhow without respect for the feelings of others. Therefore, I ensure that I avoid negative attitudes such as being cold and aloof, lacking trustworthiness, and being arrogant. While some followers may be arrogant, a leader must always remain calm and give hope even to the despaired employees. Bad leaders are likely to abuse power, damage others, or become overly ambitious, which may be counterproductive. Therefore, as a change master, I always focus on the practical aspect of the tasks getting done as required. I also stay prepared that things may not always work out as anticipated. There are cases where negative outcomes may be experienced. When such a thing happens, I am determined to make it known to the followers that it is not their mistake that things did not work out. As a leader, I prefer taking responsibility for my failures that passing the blame to the employees.

I have also learned the art of keeping my eyes fixed on the prize. Before any change is effected, I scrutinize it to determine the possible outcome and work guided on that framework. As Hayes (2014) noted, change agents need to avoid distractors that may cause them to abandon the change vision. Further, as a change master, I am also privy to the fact that a leader needs to take several informed risks, be ready to detect change shifts, and focus their energies on the shift. At times, I keep on modifying my plans to pursue new options and divert energy to new options. This flexibility is necessary to ensure that the leader is constantly guided by the change vision. When one loses track of the change vision, they may not achieve much as the change may never be realized. Further, as a change master, I am constantly interacting with those that I lead through various platforms, such as social media, which has recorded an upsurge in usage in the recent past.

In conclusion, change is inevitable within an organization. To benefit fully from the change, the change master must be keen enough to guide the followers appropriately. My change philosophy is inspiring and leading through action," which underscores the need to be there to lead others to do the right thing. Good change management requires a leader who is emotionally assertive, respectful to those that they lead, and a good communicator. Further, as a change master, I have mastered the need to take informed risks and responsibilities where necessary. It is also essential that change agents avoid distractors that may cause them to abandon the change vision. Since I possess most of these qualities, I am confident to become a change master and ensure the prosperity of an organization.