Career

Change resistance

Everything changes. Nothing stays the same.

It is a simple rule

In today’s Western world we strive for stability. Something unexpected happens at work = put a process on it.

Tie it up and get a handle on it.

We’ve become very rigid in how we approach things.

We don’t like change.

Which is odd, as change is with us everyday. Everything is always different and things never work exactly as you would expect them to.

In my new organisation, I can see the things that don’t work well.

I can see the dysfunctional way the company manages itself.

There is beauty in changing roles and/or companies from time to time: you get fresh eyes.

Well, my fresh eyes are looking at everything, and everywhere they look they see things to change.

However, as much as the changes are obvious, there is a definite resistance to change. It is subtle, but it is there.

Every suggestion I make is met with more questions that it deserves. The source of what you are trying to fix is elsewhere.

Every presentation I send mysteriously gets lost in emails or not responded to.

Every new initiative I launch is met with demands that I speak to everyone in the leadership chain first.

But don’t get me wrong, everyone is super friendly.

They don’t go out of their way to block my ideas. In fact, most people get enthusiastic when I explain what I’m trying to do.

However, they don’t embrace it.

And that is getting me to wonder if they have reached a tipping point, where the force to change is weaker than the force to resist.

Has the company put in place a culture, processes and a way of deciding that effectively now limits its ability to transform?

Do blocking points of such force exist that render the ability to change impossible?

If so, how do I navigate?

How does one provoke needed change?

Is there a change checklist?

Maybe I should write one?

Any company can change and there is always a way to create traction that increases the weight of the power to change over the power to resist.

Let’s start then …

My first strategy in this battle plan is just to start making the changes and forcing the decisions.

The first one will be two additional headcount in my central team. I need to unblock the current bottlenecks and push the organisation with concrete actions.

Once that is done, I’ll free up a resource to help work on redesigning all the processes and fixing the system issues we have.

Then with those two things corrected, I’ll redesign the organisation to make it more optimal, more focused and more aligned to the needs of the business.

Then work will start on making the team more analytical and more a partner to the business.

Sounds simple right? Now to work out each individual step toward the goal and each person I need to make an ally of or work around.

I am confident this simple strategy will work.

The CFO

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