“When we are no longer able to change a situation – we are challenged to change ourselves.”
Victor E. Frankl
Introduction:
Changes in the organization of business are inevitable and I would say that we are all slowly getting used to them. There are many paths that can lead to organizational transformation, but there is an essential division into two groups: One that the organization leads us to, and the other one when we lead the organization through the journey of change with our personal change.
Route No.1:
When is the right time for changes?
If it starts too early, the organization may remain misunderstood by employees as well as the business environment. If it starts too late, there is a possibility that the organization will not survive, even if it does very well, today. The key word here is today, because the business model that works today can be surpassed tomorrow. An organization that constantly monitors market developments and listens to what the client is telling them will know when the time is right.
Who initiates change?
In practice, most often, this is done by the organization, ie. its top management. They closely monitor all market developments, the client and how his lifestyle is changing. Real and successful companies are focused on the user, he is always the center of attention. Everything they do is aimed at maximizing the value they deliver to the client. In companies like this, leadership is the catalyst for change. They are how necessary it is to change the business model, and they sincerely believe in change. They start communicating the need for change towards employees, offering them the necessary support and empathy for their confusion or fear.
Who are enablers of the change?
Changes in most organizations are led by the leaders. They are the first to believe in the story of top management and continue to promote it in their teams. And so, persistent and strong communication to the last link in the chain.
Route No.2:
Some other story…
This is where the story of the transformation of companies that you can read about in countless books, articles or videos ends. What about the real change?
The real change comes from within. Let’s go back for a moment to the very beginning of this text and the quote that says that when we are not able to change the situation, we are forced to change ourselves.
Personal transformation is more painful than the organizational transformation that employees in that organization go through. In personal transformation, it is necessary to re-examine our attitudes, values and beliefs. And that hurts! Something you have believed in for years is suddenly no longer true. The things you were proud of until a couple of years ago are now starting to become a ballast for you. Strange as it may sound, in times where change happens very quickly, experience can sometimes be the biggest enemy. Because it is the old patterns of behavior and old habits that can be a great obstacle to the acquisition of new skills necessary for the present moment.
“In order to learn something new, you need to unlearn something old.”
So sometimes it’s good to forget (unlearn) how we did some things and discover a new, different way. Yes, of course, it will be harder in the beginning, you will work more slowly and achieve less. It is like that with every new model. And then, we soon come to the level we were at before and then an exponential jump in productivity happens shortly thereafter.
Personal change requires patience and perseverance. Patience to wait for the first good results, and persistence to persevere the work using a new methodology, even though it currently isn’t giving the results we would like it to give.
Employees can go through a personal transformation on their own, with the help of their leader, mentor or coach.
How will you know that you have undergone a personal transformation?
You will know the moment you accept the fact that transformation is a journey and not a goal.
Employees, leaders, top management who have undergone personal transformation, boldly enter into transformational changes at the team level. He will shake the pillars of the organization in that way, and boldly place them in positions that have greater stability for the organization. Leaders suffer less of a burden, and the organization is lighter, faster, and more resilient to change.
Conclusion:
The next time you come across a quote about change, like this that we all like change but don’t like changing, stop for a moment and think. Will you say “That’s right, this is so true!” once again, or will you laugh? With your smile, just then, your personal transformation, as well as the transformation of your team and organization begins.
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