Neila A. Conners says the following:
"The truth is that through any change 5% of the people will accept it immediately, 25% will slowly adapt and accept, 60% will take a "let's wait and see" approach and will eventually accept the new idea if it works to their advantage, and 10% will never accept any change. The most astute leaders recognize this and DON'T WASTE TIME FERTILIZING ROCKS OR WATERING WEEDS" (From If You Don't Feed the Teachers, They Eat the Students: Guide to Success for Administrators and Teachers).
For many people, change is rejected because it is inconvenient and uncomfortable. After all, we are all creatures of habit, so we naturally prefer familiarity over the unfamiliar. Familiarity is associated with comfort, convenience, regularity, and absence of surprises. But, some habits and routines are beneficial whereas some are not. Consequently, we need to periodically assess what is working and not working—or, perhaps, what is beneficial or detrimental—in our lives, in our homes, and in our workplaces. Whatever that does not promote growth or progress, whatever that you are unhappy with or cause you harm/pain should be on the list of “things to change.”
Be careful, however, not to “throw the baby out with the bathwater.” In other words, be thoughtful and thorough in determining sweeping changes versus minor tweakings. For example, if you have marital problems, would you simply file for a divorce and call it quits? I pray and plead you don't! If your car makes some strange noise, would you automatically get rid of it? No, you’d take it to the shop for diagnosis, estimate the cost of repair, and then make the most logical and appropriate decision. You get the point. Don’t rush to make categorical change too quickly: carefully think and assess the factors in order to make appropriate changes effectively.
Most successful leaders have learned that changes are necessary. They also accept their role or responsibility in leading their organization through the process of change. That’s what leaders are supposed to do—do the right thing even if that thing, that change, is not an easy one. When leaders are too aloof (too distant from the action), too comfortable (tolerating the status quo as acceptable), or too invested (micromanaging and having their nose-to-the- grindstone), then what needs changing cannot be identified. So, leaders must learn how to identify issues/areas that need changing. But, how?
Peter F. Drucker, a management science guru, said that effective leaders must question existing practices and often “abandon” them because continuous learning and adaptation—without compromising core values—is the only way to thrive. A book titled Change Monster echoes Drucker’s sentiment and says that the failure to embrace change will be the leading cause of organizational demise in the 21st century.
So, leaders, embrace both changes and challenges without compromising your core values or organizational missions. That’s your greatest contribution to your organization. That’s the single most effective and enduring legacy you’ll leave behind—an organizational culture that will thrive in good and bad times due to its continuous search for improvement in all areas. And, if you run into those "rocks" or "weeds" that won't change no matter what, be courageous enough to release them. This, too, is your responsibility to the organization you serve and lead.
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