WE receive, react, or respond to change differently. At times we respond to it with fear, and sometimes in faith.
By Jonah Nyoni
In most cases, change is never easily accepted, but one core thing is that change is inevitable.
Dr Elisabeth Kubler-Rose did a research that gave birth to what is now called the Change Curve — also called Kubler-Ross Model — which notably gives us six stages in the change process.
Stage 1: Shock
This is humanly the first reaction to change. Shock is a sudden reaction to a frightening or threatening event, causing someone to be surprised or upset.
Stage 2: Denial
This is a normal reaction to change. Let’s say you are a leader and there is imminent take over, you first deny it.
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This is a stage where most people apply defence mechanisms that somehow help them remain in the past.
This stage is important and necessary as it “helps cushion the impact of the inevitability of change” — Jeremy Kourdi (2015: 9) in his book The Big 100.
Stage 3: Frustration
Usually, change brings effects either negative or positive. When they are negative, that leads to frustration and anger.
At times, we always want to remain in our laurels and that’s why most people will always refer to their past as their best.
At times, we feel very frustrated because we feel unfairly treated and we usually ask: “Why me after all?”
Stage 4: Depression
We fall into a depression mode and start blaming others or ourselves for what did not go right.
The feelings at this stage are: fear, regret, sadness, lethargy and guilt. This is the stage when we start to accept change.
Stage 5: Experiment and decision
This is the true engagement with the new reality of change. We make situational analysis to find means of coming up with a solution. We look for options that bring best results and decide on regaining control.
Stage 6: Acceptance
This is the final stage where we accept our situation, whether it’s good or bad. We realise that it is not necessary to fight change. It’s like trying to oppose the weather; it is fruitless.
Change is part of life, inevitable and the best we can do as humanity is to brace for it and use it to our best advantage.
The worst mistake we can make for ourselves is to think that change will never come. By so doing, we could be hindering growth and crippling the future.
In my forthcoming book titled Transformative Leadership, I write: “In any year, one thing that we are assured of is that winter will come and our unpreparedness does not stop it from coming. So is any other season.”
This is true of every leadership position. We aspire, especially the young people, to go up the ladders of leadership, but one thing that does not cross our mind is that there is need for change in the modus operandi, perception and even the person himself.
Generally, if we do not want to change, we could be depending on old ideas to confront new challenges.
It would be close to insanity to try and cure new sickness with old medication. This is what some institutes have done, only to their detriment and dormancy.
The best life lesson is that if we don’t want to embrace change we become obsolete and irrelevant.
On the other hand, those who welcome change and are fortunate enough to be the pioneers of change, find themselves greatly rewarded.
It is when preparation for change meets opportunity that success is certain! Eric Hoffer said: “In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.”
Enemies of leadership change!
Resistance: Warren Bennis in his book called On Becoming a Leader (1989: 172) affirms: “Resisting change is as futile as resisting weather . . .” Leadership that is stuck to tradition has led some institutions to bankruptcy.
Fear: Some leaders fear to give up power, take a risk, to be challenged and even to inquire from those who could know better but are at a lower rank.
Not growing and grooming other people into leadership: The sure way of leaving a legacy and increased results is to inspire, train and grow more leaders.
Not planning the exit strategy: Passing the baton is important if the organisation is to survive after your death. Vision should not be limited to your own lifetime and to perpetuate it, you have to impart it to others.
Lack of enthusiasm and curiosity: You should be enthused to see change not only in you, but in others you lead. Appreciate and reward those that are instrumental in the change of the organisation.
Stopping to learn: The best leader is an avid reader and a steady listener. To stop learning is simply to stop growing.
Knowing it all: There are some leaders who have a “know-it-all” syndrome. It’s like there is nothing new to them. At times you need to seek help and advice from others.
I have created an acronym out of the word c.h.a.n.g.e. and it can help you to brace up for change:
C — Challenge your old traits/ thoughts.
H — Harness new inventions.
A — Acquire new ideas every day.
N — Navigate in virgin territories and be a leader of change.
G — Gear up for greater risks.
E — Exceed set norms and break records.
Parting Point: Harold Wilson once said: “He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery.”
Life without change, specifically in leadership, is boring. The crown can never be given to those who stick with the crowd, but those who are willing to change and lead others into a fruitful and fulfilling future ahead!
