Change

"Have you ever met someone who wasn't happy unless he or she was going through some kind of massive change? Perhaps there are a few individuals in this world who thrive on uncertainty, enjoy feeling insecure and love to have their routines disrupted. But I think it would be safe to say that most people resist change, especially when it affects an idea, position or practice that is near and dear to them.

Although people in leadership roles are often called upon to be agents of change, I have found that leaders resist change as much as followers do. That poses a big problem in this world of rapid transition and constant flux. As I read in the book, Developing the Leader Within You, " unchanged leaders equal unchanged organisations." My goal in posting this is not to teach you how to enact change or tell you when you need to change. I merely want to help you understand what most people " including many leaders " think about change. Here are six key observations:

1 Most people change just enough to get away from their problems, not enough to solve them. They change just enough to escape; and as soon as they escape, they say, "I'm OK now . I don't have to do anything else." Unfortunately, this is like painting a rusty car. Sooner or later, the paint wears off and the rust has only gotten worse.

2 Most people want to change their circumstances to improve their lives instead of changing themselves to improve their circumstances. Let's say you came to me, as leaders often do, and said, " Sharky, give me some leadership ideas so I can change the people of my organisation." Well, I'm happy to offer leadership advice, but not so you can change someone else. If I give you advice, I'd like it to change you. Because if I can change you, your organisation will change too. As I'm fond of saying, " People do what people see."

3 Most people do the same thing the same way and expect different results. I see it happen all the time: People keep doing the same thing the same way, and yet they expect something to get better. When you want something you"ve never had, you have to do something you've never done.

4 Most people are willing to change, not because they see the light, but because they feel the heat. Read this carefully. As a leader, you better change when you see the light because if you wait and change when you feel the heat, it's too late. Leaders go first. I know, sometimes you don't want to go first, especially when it comes to change. But you have to that's what it means to lead.

5 Most people are unwilling to pay the immediate price of change; therefore, they do not change and pay the ultimate price. Change is uncomfortable. It's unsettling. Sometimes, it's downright painful. But in the long run, the alternative is often much, much worse.

6 Most people see change as a hurtful thing that must be done, instead of a helpful thing that should be done. Not all change is good. Some changes are based on bad ideas. Others are self-serving to the people who enact them. But as someone once said: "We cannot become what we need to be by remaining what we are."

Did you see yourself in any of these six observations? If so, decide today to change the way you think about change. Why is this so important? Because when change is successful, you will look back at it and call it growth. If you do not ride on the waves of change, you will be beneath it.........."

This is something 1 of my fellow forummer posted in the forum. I tot this would be a good illustration to the previous entry about how the people in my stn view the new OIC. Maybe his vision might not be so great, but it is true that a true leader has to have foresight and the courage to drive the changes that he forsee will benefit in the long run.