Change – that one syllable word. While exhilarating for the futuristic amongst us, change can indeed be more than daunting for the deliberative.

In the corporate landscape where I have spent more than 30 years of my professional life, change has always been – and is doomed to remain – ever-present whether we like it or not.

While for the futuristic and competitive, change can be both invigorating and inspiring. With interpretations varying from an invitation to think outside of the box to an opportunity to win the race.

For the deliberative and focused, change can be a very different matter. Where there is a high need for caution and control, skepticism and panic are not uncommon.

And while the strategists might be quick to point out that change can be managed, I can guarantee you that the responses change triggers – from stakeholder to stakeholder – are not only never the same but are indeed always highly unpredictable.

So why is it that such diverse responses never fail to astound  – if not even at times downright frustrate – many a change driver?

Well, the truth of the matter is that change – and its management – triggers 100% task-orientation. The focus is on clarity of purpose. Quality of relationships are readily abandoned – much to the detriment of the change process. And while change is managed, the impact of change is not.

Does this ring a bell?

The fact that we homo sapiens tick differently – very differently – is a key ingredient in the change management process. However, when the clock is ticking, it is the first ingredient to be readily thrown overboard. And believe it or not, it is this delightful common denominator – this uniqueness – that actually gives each and every one of us permission to respond to change differently. And trigger those key perspectives needed to lead change successfully.

So, welcome to the land of uniqueness where a pinch of change can trigger what some perceive as “the best“ and what others perceive as “the worst“ in us. Be that change a slow or sudden loss in market share. A growing or sudden scarcity in the availability of raw materials. A friendly or hostile takeover.

Each and every time changes comes a knocking, it is our uniqueness – our naturally recurring patterns of behaviour – that comes to the fore to be either valued as “strengths“ or rejected as “weaknesses“ depending on the perspective of the change drivers.

And so it is that change and uniqueness have their price. And take their toll. Every time.

Is there a recipe? Yes, I believe so:

  • Know and respect your uniquenss and the uniqueness of your stakeholders. This demands profiling!
  • Pool perspectives. This demands deep listening!
  • Commit to diversity. This demands emotional maturity!

So, the question we need to ask ourselves is not how to manage change but indeed how to muster that uniqueness – those diverse perspectives – when change hits the industry, the organisation, the bottom line?

While I will assume that you know how your pulse ticks when change knocks, how about the pulse of your stakeholders?

photograph:  © psdesign1 / Fotolia.