```table-of-contents ``` --- ![[alignment.jpg]] # tl;dr In this note, I hope to awaken you to your options and preferences for change so that you can have more choices in how you engage with it, how you can better collaborate at work and at home, and how you can get more value from these experiences. Let me know in the comments if I achieved this for you. # What's Your Change Style? I frequently encounter an assumption baked into the core of change management work: **people all change similarly**. So when the leaders request our alignment, the presumption is that we're all going to march in steps in the same direction. Nothing could be further from the truth - it's a **can't** rather than a **won't** - so let me explain why. It's crucial to recognize the value of individual change preferences. People have been successfully navigating change since birth, developing their own unique styles. However, these preferences are often overlooked. In this note, I aim to validate these individual change styles, empowering you to make more informed decisions about your change journey. Let's take a moment to reflect on how we approach change in our professional lives. It's all about understanding your unique style and methods - after all, we're each on our journey of growth and development. To help you gain some clarity, I'd like to share a few thought-provoking questions. These have proven invaluable in my years of working with professionals like yourself, helping to shed light on individual change strategies. Think back to times when you've successfully implemented changes in your career or personal life. What worked for you? What didn't? By examining your past experiences, we can uncover your natural inclinations and strengths when it comes to navigating change. Now, let's consider some key factors that often play a significant role in how we handle change: 1. **Pace of Change**: Do you prefer quick, decisive shifts or gradual, incremental adjustments? 2. **Planning vs. Spontaneity**: Are you more comfortable with carefully planned changes or do you thrive on spontaneous adaptations? 3. **Individual vs. Collaborative**: Do you tackle changes solo or find strength in a team approach? Reflecting on these aspects will help you see patterns in your change management style. This powerful self-awareness allows you to leverage your strengths and address any potential blind spots. Remember, there's no one-size-fits-all approach to change. The goal is to understand and refine your style to make change as smooth and effective as possible in your professional life. So, what's your change style? Do you embrace instant transformations or prefer a more measured approach? Let's explore this together and unlock your potential for successful change management. # Quick Shifts or Steady Progress? Here's the first aspect of your change management style. When it comes to implementing changes in your professional life, are you drawn to rapid transformations or a more measured approach? ## **The Sprint or the Marathon?** Some people thrive on quick, decisive action. They see an opportunity for improvement and want to seize it immediately. This "sprint" approach can be exhilarating and often yields fast results. It's perfect for those energised by sudden shifts and able to adapt quickly to new circumstances. On the flip side, many professionals prefer a gradual, step-by-step process. This "marathon" style allows for careful planning, thorough preparation, and the ability to make adjustments along the way. It can be less disruptive and gives team members time to acclimate to new processes or structures. ## **Big Leaps or Small Steps?** Another crucial distinction is the scale of change you're comfortable with. Some leaders excel at orchestrating sweeping, organisation-wide transformations. These large-scale changes can revolutionise a business and come with significant challenges and risks. Alternatively, you might favour an incremental approach, making more minor, manageable changes over time. This method can be less daunting and allows for continuous refinement as you progress. Understanding your natural inclination in these areas can be incredibly valuable. It helps you play to your strengths and recognise when you might need to adjust your approach based on a situation's specific needs. So, reflect on your past experiences: Do you tend to embrace rapid, significant changes, or do you prefer a more gradual, incremental approach? There's no right or wrong answer - it's all about recognising your style and using it to your advantage in your professional journey. # Comprehensive Overhaul or Targeted Refinement? Next, when you're faced with the need for change, do you tend to go all-in with a complete transformation, or do you prefer to focus on specific areas for improvement? ## **The Big Picture Approach** Some leaders thrive on comprehensive change. They see their organisation or department as an interconnected system and believe that to truly evolve, every aspect needs to be addressed simultaneously. This approach can lead to dramatic, far-reaching improvements and ensure that all parts of the business are aligned. For example, you might recall a time when your company underwent a total digital transformation, affecting everything from internal communication systems to customer-facing platforms. This type of all-encompassing change can be invigorating and transformative, but it also requires significant resources, careful planning, and strong leadership to manage the complexity. ## **The Focused Refinement** On the other hand, you prefer to concentrate on specific areas for improvement. This targeted approach allows for a more manageable scope and often yields quicker results. It's like fine-tuning a well-oiled machine rather than rebuilding it from scratch. Perhaps you've experienced success by focusing on enhancing a particular department's efficiency or improving a specific product line. This method can be less disruptive to overall operations and allows for careful monitoring and adjustment of the changes as they're implemented. ## Finding Your Balance In reality, most successful leaders find a balance between these two approaches, adapting their strategy to the specific needs of the situation. The key is to recognise your natural inclination and understand when to leverage it or when to step out of your comfort zone. Consider these questions: 1. When faced with a challenge, do you instinctively look for a complete overhaul or seek to address specific pain points? 2. How comfortable are you managing multiple changes across different areas simultaneously? 3. In your experience, which approach has yielded the best results in your industry or organisation? Remember, there's no one-size-fits-all solution. Your change management style should be flexible, adapting to the unique needs of each situation. By understanding your preferences and strengths in this area, you can make more informed decisions about how to approach change in your professional life. Whether you're more inclined towards total transformations or focused improvements, the goal is to drive positive change effectively. Your awareness of these different approaches will help you navigate the complexities of change management with greater confidence and success. # Superficial Adjustments or Fundamental Shifts? What's the depth of change you typically implement or prefer? This aspect can significantly impact how you approach challenges and opportunities in your professional life. ## **Diving Deep: Fundamental Transformations** Some leaders are drawn to profound, deep-rooted changes. These are the kind of transformations that alter the very core of an organization - its culture, values, or fundamental operating principles. For instance, you might recall a time when your company underwent a complete restructuring, not just shuffling departments, but reimagining how teams collaborate and how decisions are made. This approach can lead to long-lasting, impactful changes that reshape an organisation's future. It often involves addressing underlying issues and can result in a complete paradigm shift. However, it also requires significant time, resources, and a high level of commitment from all stakeholders. ## **Skimming the Surface: Quick Wins and Visible Changes** On the other hand, you might find yourself more inclined towards surface-level changes. Don't underestimate the power of these adjustments! They can be quick to implement, immediately visible, and often provide the momentum needed for larger changes down the line. Think about how a simple change in office layout or introducing a new communication tool can boost morale and productivity. These surface changes can be powerful catalysts, creating immediate positive impact and paving the way for deeper transformations if needed. ## The Value in Both Approaches It's crucial to understand that neither approach is inherently superior. Both have their place in effective change management: - Surface changes can provide quick wins, boost morale, and create momentum. - Deep-rooted changes can address fundamental issues and lead to long-term, sustainable improvements. The key is knowing when to apply each approach. Consider these questions: 1. In your experience, which type of change has been more effective in your industry? 2. How does your organization typically respond to surface-level versus deep-rooted changes? 3. Are there areas in your business where quick, visible changes could make a significant impact? 4. Are there underlying issues that might require a more profound transformation? Remember, the most successful leaders are those who can navigate both types of change, knowing when to make quick adjustments and when to dig deeper. By understanding your natural inclination and developing flexibility in your approach, you'll be better equipped to drive positive change in any situation. Whether you're redecorating the office or overhauling your company's mission statement, recognize the value in both approaches. Your ability to discern when to apply surface changes and when to pursue deep-rooted transformations will be a valuable asset in your leadership toolkit. # Initiating New Ventures or Concluding Existing Practices? Throughout my years working with diverse professionals, I've observed the tendency to either initiate new endeavours or conclude existing practices as a primary method of instituting change. This distinction can significantly influence how you approach transformation in your organisation. ## **The Innovators: Starting New Initiatives** Some leaders are natural innovators, always looking to introduce fresh ideas, processes, or products. If this resonates with you, you might find yourself constantly brainstorming new projects or seeking out cutting-edge technologies to implement. Your approach to change might involve: - Launching new product lines - Implementing innovative marketing strategies - Creating new departments or roles - Introducing state-of-the-art systems or technologies This "additive" approach to change can bring excitement, growth, and new opportunities to your organisation. It often energises teams and can lead to breakthrough innovations that set your company apart in the market. ## **The Streamliners: Concluding Existing Practices** On the other hand, you might lean towards instituting change by ending or phasing out certain aspects of your business. This approach focuses on streamlining operations, eliminating inefficiencies, or pivoting away from less profitable areas. Your change strategy might involve: - Discontinuing underperforming products or services - Eliminating redundant processes - Closing less profitable business units - Ending partnerships that no longer align with your goals This "subtractive" approach can lead to increased efficiency, improved focus, and, often, a leaner, more agile organisation. It requires a keen eye for identifying what's no longer serving your company's best interests. ## Finding Your Change Style To better understand your natural inclination, consider these questions: 1. When faced with a challenge, do you first think of new solutions to implement or existing practices to modify or end? 2. In your past experiences, have your most successful changes come from starting new initiatives or concluding existing ones? 3. How does your team or organisation typically respond to new projects versus the ending of established practices? ## The Power of Balance While you may naturally lean towards one approach, the most effective change managers know how to employ both strategies. Sometimes, the key to successful transformation lies in simultaneously launching new initiatives while phasing out outdated practices. For instance, you might introduce a new customer relationship management system (a new start) while discontinuing old manual processes (a cessation). This balanced approach can lead to more comprehensive and effective change. Remember, there's no universally "right" way to approach change. The key is to understand your natural tendencies, recognise the strengths and limitations of each approach, and develop the flexibility to use both methods as the situation demands. This adaptability will prepare you for the dynamic nature of change management. By mastering both the art of beginning new ventures and the skill of concluding existing practices, you'll be well-equipped to lead your organisation through any change and ensure it remains adaptive, efficient, and competitive in today's dynamic business landscape. # Redefining Boundaries: The Art of Setting New Parameters Finally, let's explore a nuanced yet powerful approach to change management that often goes overlooked in the business world: the strategy of setting new parameters. This method doesn't necessarily involve starting new initiatives or stopping existing practices but rather redefining the boundaries within which your organisation operates. ## **The Boundary Setters: Establishing New Limits** If you resonate with this approach, you might find yourself frequently adjusting the scope, scale, or standards of your operations. This method of change is about saying, "This far, but no further," or "We need to raise the bar here." It's a subtle yet impactful way of steering your organisation in a new direction. Examples might include: - Implementing stricter quality control measures - Setting new performance targets for teams or individuals - Redefining your target market or customer base - Establishing new ethical guidelines or corporate values This approach to change can be particularly effective when you want to refine and optimise your current operations without the disruption of major new initiatives or the potential morale impact of ending established practices. ## **The Power of Parameter Setting** Setting new parameters can lead to significant improvements in efficiency, quality, and overall performance. It allows you to: 1. Fine-tune existing processes without overhauling them completely 2. Gradually shift company culture and expectations 3. Respond to market changes or new regulations with minimal disruption 4. Improve performance incrementally, often leading to substantial long-term gains ## **Implementing Parameter Changes** To effectively use this change management style, consider the following strategies: 1. **Clear Communication**: Ensure all stakeholders understand the new parameters and the reasoning behind them. 2. **Gradual Implementation**: Consider phasing in new limits to allow for adjustment and feedback. 3. **Measurable Metrics**: Establish clear ways to measure the impact of your new parameters. 4. **Regular Review**: Be prepared to adjust your new limits based on results and changing circumstances. ## Reflecting on Your Approach To understand if this style aligns with your natural tendencies, ask yourself: 1. Do you often find yourself thinking, "We need to draw a line here," or "It's time to raise our standards in this area"? 2. Have you had success in the past by adjusting limits or expectations rather than making more dramatic changes? 3. How does your team respond to the setting of new parameters compared to the introduction of new initiatives or the ending of existing practices? ## Balancing Your Change Management Toolkit While setting new parameters can be a powerful tool, it's important to recognize that it's just one approach in a comprehensive change management strategy. The most effective leaders know how to balance this method with starting new initiatives and concluding existing practices as the situation demands. By understanding and honing your skills in parameter setting, you add a valuable, nuanced tool to your change management repertoire. This approach allows you to guide your organization with precision, making incremental yet meaningful adjustments that can lead to significant long-term improvements. Remember, the key to successful change management is flexibility and a willingness to employ the right tool for each unique situation. Whether you're starting something new, ending an existing practice, or setting new parameters, your ability to choose the most appropriate approach will be crucial in navigating the complex landscape of organisational change. # Summary So, what have we explored? | Change Dimension | Style Options | | --------------------------------------------------------- | ---------------------------------------------------- | | What's Your Change Style? | Pace of change | | | Planning vs. Sponteneity | | | Individual vs. Collaborative | | Quick Shifts or Steady Progress? | The Sprint or the Marathon? | | | Big Leaps or Small Steps? | | Comprehensive Overhaul or Targeted Refinement? | The Big Picture Approach | | | The Focused Refinement | | Superficial Adjustments or Fundamental Shifts? | Diving Deep: Fundamental Transformations | | | Skimming the Surface: Quick Wins and Visible Changes | | Initiating New Ventures or Concluding Existing Practices? | The Innovators: Starting New Initiatives | | | The Streamliners: Concluding Existing Practices | | Redefining Boundaries: The Art of Setting New Parameters | The Boundary Setters: Establishing New Limits | | | The Power of Parameter Setting | | | Implementing Parameter Changes | Sometimes, when I point these different approaches to change out to people, they realise they have some new ways of doing things that give them quite different approaches. If you think about what you've done in your life, which of those have you done most of? Which one seems strange, if any, to you? Which ones are most common for you? Which do you favour? What's your style? What do you like about that style? And what are its limitations? Because you're probably an expert on both. You must know what you've been doing if you want the power to change. You may want to do it some more, or you may wish to change it. But if you don't know, you don't have the choice. And when you start talking about the power to change, you're talking about having a choice. **Choice involves some recognition of the options available**. --- # Credits - A big thanks to cartoonist [Tommy Siegel](https://tommysiegel.net) # Published - 2024-08-30 - [Change Style - by Andrew Kidd - Daring Diaries](https://daringfutures.substack.com/p/change-style) - [Tweet](https://x.com/coachkidd/status/1829238095570432269) - Facebook - [Personal](https://www.facebook.com/andrew.kidd.coach/) - [Daring Futures](https://www.facebook.com/daringfutures/) - [LinkedIn](https://www.linkedin.com/feed/update/urn:li:activity:7235002014286434304/) - [Pinterest](https://www.pinterest.co.uk/pin/588704982573980296) %% Secret Stuff Goes Here - this won't be seen in my published wiki site. - [SDi Audible transcript on Otter - Ch 5](https://otter.ai/u/BeIB2F1DTDIiN8YQ5q_XG94GdOg?utm_source=copy_url) - [pinterest.co.uk/DaringFutures/base-board/](https://www.pinterest.co.uk/DaringFutures/base-board/) %%