“One person’s evolution is another person’s revolution.”
I heard this recently from a colleague and it really got me thinking.
When I’m working with senior leaders overseeing a transformation or those championing a change within the business, we often discuss how individuals experience the change differently.
For some, a change is simply an ‘evolution’ – it’s not a big deal, it’s a natural progression and the next step in the way things are done.
For others, the same change may be a ‘revolution’ – completely shaking up their world and causing anxiety or uncertainty.
So what does this mean for you as a change leader?
Let’s start with this. Both perspectives are valid. And all the perspectives in between.
Hmmm … you might be thinking. Perhaps you’re the type of leader who gets a little impatient with those who you see as ‘over-reacting’ to the change. You might believe that the change will clearly improve things and that everyone should ‘just get on board’. I’ve heard this a lot from leaders. I get it.
But, understanding these different perspectives will help you make good decisions and take actions that support your people, and the success of your change. And you might learn something about yourself.
“You can’t make decisions based on your own experiences alone. You have to be willing to listen to others and understand their stories.” – Michelle Obama
Here are eight reasons people might be experiencing your change differently (irrespective of the actual impact):
- Past experience: Previous positive experiences with change could make someone optimistic, while negative experiences can lead to anxiety and seeing the change as a bigger deal.
- Role: Leaders with more influence and information may view change positively and as an opportunity. Frontline employees often have less control, receive patchy information, and face the actual effects of the change – such as new tasks or added workload.
- Investment in status quo: If someone has put a lot of effort into current practices, such as that cherished database or complex spreadsheet, it could make it harder for them to let go.
- Relationships and status: Change can disrupt established relationships, an individual’s authority, influence, or status. Some people may feel threatened, while others see opportunities for new connections and career growth.
- Personality: Traits like resilience, openness, and tolerance for ambiguity play a big role in how someone deals with change. Those who are open may embrace it, while those who like stability may resist it.
- Tenure: New employees might see the change as exciting and adjust easily. But a long-term employee might find it harder to adjust because of an attachment to existing ways, concerns about job security, and a deeper historical context.
- Support systems: Good support helps people adapt and see change positively. This access to support and resources can vary across people and teams. This can be because of geographic location, technical constraints, their leader’s style, or team culture.
- Other influences: Things happening in someone’s life, both at work and at home, can affect how they see a new change. This can turn what seems minor to one person into a major disruption for another: the straw that breaks the camel’s back.
Do any of these reasons resonate with your own experiences of change? Perhaps even the change you are leading right now?
Yes, you can be leading a change and be concerned about how it will affect you personally. So that’s your first job. Consider and address your own feelings about the change. This way you can ensure your concerns don’t get in the way of leading effectively.
Engaging the revolutionaries
Secondly, people who see your change as a revolution will need more time, clear communication, and good support. Build this into your project and change management plans. Don’t leave them behind.
Because you’ll get a better result.
And because how you make change matters.
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