Change—some thrive on it, while others resist it. Why is it that two individuals can look at the same thing and think totally different thoughts? Half full, half empty—that kind of stuff. Some see possibilities and some see consequences. Some see change as essential, while others fear the worst. In writing this newsletter dedicated to "Change" we want to examine the deeper impact of change and reflect on the topic to determine if change is everything it is cracked up to be—or not.

Let me share my basic behavioral profile—I’m optimistic; I enjoy interacting with others, have a high trust level, generally talk too much, am generally quick to accept meaningful change, extroverted and at times too direct. Now these behaviors are common in only 28% of the population. So as you read this please understand my natural tendencies are to quickly accept change. I will keep in mind that about 55% of the population are naturally reserved about accepting change and there is an additional group that is largely resistant to change.

Also let’s keep in mind that in some cases we control change, but mostly we are impacted by change and are expected by employers to accept change and support it. But if our natural tendencies are reserved or resistant, is it a fair expectation? My answer, setting aside my personal tendencies, is "no."

For "changes" to take place we need a large segment of the work force to accept, believe and support the change process. Change needs to be accepted and ultimately viewed positively. If change is not accepted it will become the anchor that brings an organization to its knees.

The real questions are "Where," "Why" and "How" will an organization make important changes and what are the implications if changes are not implemented.

Here is a change process that is designed to engage the majority of employees and involve them from the initial stages to gain their support and trust. After all, many times we have no choice of whether to accept change or not—we must still deal with it. Remember the goal is to engage a majority of employees to support the change process.

10 Step Change Process:

1.  Establish a process implementation team that represents each area impacted by the change.

2.  Develop a change statement of what needs to be changed, why and what will be different after the change. Outline the benefits, obstacles and consequences of the change. Change should only be considered when the benefits clearly have advantages over the obstacles or the consequences give you no other alternatives.

3.  Establish a communication strategy that keeps everyone aware of the change schedule, current issues and progress.

4.  Finalize a detail project plan and publish it for everyone to see.

5.  Start the implement process and provide period review and progress updates.

6.  Implement ongoing skills development programs (Technical and Interpersonal, if appropriate).

7.  Complete an ongoing assessment of the plan and redefine any additional obstacles and changes.

8.  Constantly reinforce the need for the change and the  commitment needed to support the change.

9.  Continue the plan implementation, ongoing assessment and reinforcement until the change process is completed.