Change: A Spiritual Issue

We business types seem to enjoy--and gravitate towards--discussions about Change. And, it's almost always in the context of managing Change, leading it, overcoming resistance to it...as if Change is somehow different than life. 

It isn't. It is life.

Which means that how we approach our lives and what comes our way will influence how we approach things that are new and different at work. How we choose to respond to changes will determine our sense of success and  contentment, regardless of what comes our way.

The Spirit of Change

It is, in fact, a spiritual issue. The world view that you possess will determine how you lead or respond to changes, and whether you will lift people up or cut them down in order to achieve your goal.

I've been involved in leading or assisting  "change" efforts at numerous Fortune 500 firms for thirty years: some quite successful, many mediocre, a few downright ugly. So, it's something that I've thought about often and quite deeply. Here are some conclusions I've reached:

1. Once you announce that you are undertaking a large-scale "Change", you've set the conditions for adversarial relationships. The human condition doesn't want change; it wants control. Therefore,

2. You have set in motion a struggle for control. Self-control, control of the situation, control of other people...

3. If you want to do something new or different, tell people you want to do something new or different. Tell them exactly what it is, why it is (reality), and how it will improve the business/workplace situation (hope). Then be prepared to "be there"--even more than usual--to support the effort.

Change models, for the most part, have evolved from Elizabeth Kubler-Ross' work "On Death and Dying." She did a magnificent job explaining the emotional cycle people experience when facing or dealing with death. In my experience, the model does, indeed, hold up in any situation involving changes. It is for that very reason that the issue is always a spiritual one. People who are dying need to reconcile not only what is happening to them now, but what has happened throughout their entire lives--as well as resolving any unanswered questions regarding eternity.

Those of us facing changes at work do the same thing: we attempt to reconcile what is happening, what our career in the organization has been about, and what the unknown future will hold.

For that reason, I believe it's important for organization dwellers at all levels to have an understanding of the model. Everyone involved can then know how to respond in an uplifting or supportive manner when they recognize someone else experiencing a particular step along the way. (That also means painting reality for those who are stuck on Fantasy Island).

That said, my own experiences show this: Making "Change" the overarching theme in communication, training, and managing is a big mistake. It's not what you are about and it will drain the energy from the specific, meaningful improvements you want to make.

What to Do

If you truly believe in what you need to do, then do it. But first check out the spirit with which you are about to make it happen. Is it based upon clarity and genuine belief? If you are leading the effort, are you also willing to walk alongside those who need your support during the journey?

Whether  you are leading or following, the spirit with which you evaluate and participate will impact the accuracy and wisdom of your choices.  And those choices will determine business effectiveness and personal contentment in the days and weeks ahead.

Your choices are the only thing over which you have control. Be careful of the spirit with which you exercise and execute them. It will be the foundation for the organizational spirit that surrounds the effort. 

 

Comments

[Javann Lamar Jones]

Great article. I think sometimes we complicate the process of change. I thoroughly enjoyed this article.

[Stephen]

Interesting article. Many times bosses are involved in these cyclic changes. In my personal experience, I always had better results when I had a good relationship with my boss who could understand what I was going through. There's another interesting article about how to manage your boss at http://academy.justjobs.com/dont-suck-at-your-job/. These are things everyone should learn about in their career path, they cannot go unseen.

[Mike Rogers]

Thanks for the post Steve. I think your point about being open and honest is most important. If you want to do something different, as you say, then tell them you want to do something different. So important that leaders are upfront and completely honest. Sometimes they try to hide the real why behind a change or they leave out the details behind what it's all about. People trust leaders who are open and honest. Being open and honest also means the leader must communicate frequently and not let those they lead fill in the gaps. I also appreciate your point about being there for them as they go through the change as well. Great leaders will do that because they really care.

Mike
www.teamworkleadership.com

[Wesley Connell]

I really appreciate the idea of telling employees "I want to try something different" rather than talking about change. The underling message is the same, but doesn't come off with the negative perception that change is needed because something is wrong. The clarity of discussing improvement rather than change harkens back to one of the core tenets of Lean philosophy of "Respect for People." I think this post was very insightful and a good thought exercise on how people interpret the messages that are genuinely meant to help. Thanks for the post!

[Steve Roesler]

Javann

I'm with you on the notion of complicating change. Glad the article hit home.

[Steve Roesler]

Mike

Indeed. isn't it true that, as adults, we want to know the "why" behind the "what" so we have context for what's being asked as well as a reason to commit. Being coy and evasive about the underlying situation creates acrimony vs. commitment. Not a great way to be a leader anyone wants to follow.

[Steve Roesler]

Hello, Wesley

Thanks for offering up the relationship to the tenets of Lean.

Discussing "change" is an exercise in philosophy; discussing goals is an exercise in achievement.

Thanks for weighing in.

Steve

[Mike Rogers]

Yes, very true Steve. It just leads to distrust, which is foundational to a leaders ability to lead effectively. By the way, acrimony is a great word.

I have worked through the years on teams in which organizations were very secretive about why changes were happening. They were blind to the fact that employees talked and it usually wasn't positive. It would have just been better to just be open and honest from the start.

Mike
www.teamworkleadership.com

[Helping You Hire]

This is an insightful article. As a recruiter, I know most people are very critical and dislike change, but I agree with you that being open and honest with your boss about what you want to do differently is good.