5 Questions To Ask Before Any Change Process

Change has two sides.

It’s like a coin.

Two sides. One side can’t go around the world without the other. Also none of the sides of a coin is better than the other. Both sides add value and support.

Change is just like that. It also has two sides that depend on each other. Both sides add value and support each other. One side can’t exist without the other.

One side of change has also a shiny portrait on it. No, not of one of the presidents. It’s your portrait: You as the carrier and the leader of change.

The other side has your co-workers on it.

Let’s have a closer look at both sides.

Side One: Your Portrait Side.

Mahatma Gandhi formulated it so well:

“Be the change that you wish to see in the world.”

A quote that you have probably seen before. But it’s surprising the times that I meet with managers who –when talking about change – use the word “they” (their co-workers) many, and I mean MANY – times more than “I”. Many years ago Leo Tolstoy formulated this problem well:

“Everyone thinks of changing the world, but no one thinks of changing himself.”

After being in change for 25+ years I know one thing for sure those leaders won’t have a successful change process. And that’s exactly the reason why I only work with clients who don’t resist improving how they lead themselves.

[Note: and that’s also the reason why you – if you have signed up for the UleadU-program – get both sides of change.]

Side Two: The Social Side

You’re not always aware of it but you make some changes naturally. You fire, hire, and introduce some new work methods. Your employees make changes in a natural way as well. But like other people on this planet you resist some changes. Like your employees do.

Certain changes can be hard.

Even in the face of death. In fact, Edward Miller, dean of the hospital at John Hopkins University, estimated that 90 percent of patients needing to change their lifestyles after by-pass surgery have not done so, even two years after surgery.

Yes, you read it correctly: 90 percent.

Only ten percent of the patients were able to make the life-saving changes.

And this in different circumstances than your employees: it was their choice, and theirs only to make the needed changes in their habits and lifestyle.

If people even in life-threatening situations have problems making changes, it’s no surprise that your employees have problems adjusting.

Miller did more than gathering data about the success rate of lifestyle changes. He developed a program in which patients are succeeding in making the needed changes.

One factor that contributed to the program’s success is the strong social component. Twice a week the patients meet with other patients for group discussions.