The Inevitability of Change
Who's With You and Who's Not
Change
Change is at the heart of ReLeading.
We've traversed this topic before. Realizing what needs to change in our organization is the easy part. Any leader worth their salt can identify the problem. The real challenge is not mastering the what, but the when and how. To rephrase for clarity:
Understanding the need for change is simple; the art lies in its timing and execution.
This discernment is what distinguishes the truly adept and composed ReLeaders from the rest. Change, after all, is a constant companion in our endeavors, its presence as inevitable as the sunrise. Echoing the words of the ancient Greek philosopher Heraclitus, "The only constant in life is change," we're reminded of the universal nature of this truth. The intrigue, then, is not in the arrival of change but in the myriad of ways that individuals respond to it: Who will seize the moment, adapting quickly to move forward alongside you? Who will hesitate in the discomfort of the unknown? Who will resist, entrenched in the comfort of the known, standing in opposition, attempting to derail the momentum of change? Inevitably, you'll encounter each of these responses.
How can we discern these differences? How do we identify allies and skeptics alike within our ranks?
Three Responses to Change
It's essential to recognize that as change is needed within your organization, department, or system, every individual will inherently respond in one of three distinct ways. Let's explore how to identify these groups and effectively lead them through the transformative journey of change.
The Eager - The Equivocal - The Entrenched
The Eager
Eager individuals are the most straightforward to identify and empower in your team. Their enthusiasm is infectious, and they're quick to align with new visions for change. If you’re looking for an easy part of ReLeading, this is it. These are the ones you pray for, and when God sends them your way, you rejoice.
However, the presence and number of the “Eagers” are often a direct reflection of how effectively the vision for change is communicated. A well-articulated vision can inspire a majority towards eagerness; conversely, a poorly conveyed one risks diminishing this group's size. It's a leader's task to craft and release this vision in a strategic, and compelling manner, ensuring there are more Eager members than Entrenched. When done right, you not only harness the Eager's natural drive but also set a vibrant tone that can potentially convert the hesitant. Remember, the quantity of Eager members is a barometer for the healthiness and clarity of the change initiative. If you look around and do not see very many “Eagers,” you might be the problem.
The Equivocal
To be equivocal means to be “uncertain or questionable in nature.”1 Anytime a new vision is released, there will always be a group in your department or organization that is equivocal. However, the Equivocal group's hesitancy shouldn't be mistaken for outright resistance, nor should it be a source of personal offense. They are your contemplators. Their slower pace in embracing change is not a sign of rejection but rather an indication of their need to thoroughly process information. As a leader, exercising patience and staying open to their insights is crucial. Often, Equivocal individuals can offer valuable feedback that can refine and improve the change process. Recognizing their potential contribution requires a leader not to interpret their caution as a negative response but as an opportunity to enhance the initiative through thoughtful dialogue and engagement.
The insecure leader will misinterpret their delay as disobedience. Don’t make this mistake.
The Entrenched
The Entrenched are the most challenging to lead, as their resistance to change can manifest not just in opposition but in actively undermining the efforts. Unlike the Equivocal, who keep their uncertainty to themselves, Entrenched individuals may spread their dissent, acting as a virus within the organization. Identifying these individuals is crucial, as their actions can significantly impact the morale and unity of the team. Engaging them in constructive dialogue to address their concerns is a first step, but it's also important to be decisive in mitigating their negative influence. If an Entrenched member's resistance turns destructive, leaders must be prepared to make tough decisions to protect the organization's overall health and progress. The goal is to manage or remove these "viruses" before they erode the fabric of the team.
What are your thoughts? Comment below…
Oxford Dictionary
Well said. I’ve learned to embrace PUSHBACK… challenges me to assess different viewpoints & at times to reconfigure my approach & hone my messaging taking that pushback into account - call those “Sandpaper Interactions”
Love everything about this article! In every change, the delivery of the vision is so vital and if I miss a step on the front side, I find myself without many "eagers" and far more "equivocal's" and "entrenched" employees that makes getting to the finish line feel like I'm climbing uphill, knee deep in mud. Eagers and Equivocals are both important, but I feel like it's equally as important to identify the entrenched as soon as possible and either figure out how to get them into one of the other two categories or figure out how to move forward without them in a loving manner...either way presents a whole different challenge, but welcome to ReLeadership, right?