Leadership expertises

Change management

The secret to change is to focus all your energy,
Not to fight the old, but to build the new.


Leadership expertises

Did you say change?

For a long time, this word, this simple little 9-letter word – change – see the 6-letter verb – change – has often caused allergies to the human beings that we are. To change is a priori only a passage, a modification from one state to another. And yet, every time we feel it knocking at our door, change stimulates us positively or not…whereas  it will have no reaction  onto others.

We all have different reactions to this “change” of state; because it affects us more or less, because it clashes with our history, our positive, neutral or negative experiences, and this echo is activated within us.

As human beings, we have learned in the course of our lives that “one is better than two”, “one is better than two”, “don’t let go of the prey for the shade” and “don’t sell the bear’s skin before you kill it” …Certainly, there are potential “truths” hidden in all these maxims, and there are also some nice beliefs that it’s better to be satisfied with what you have than to dare to venture beyond your comfort level.

Our comfort – this famous zone from which we are invited to “get out”… Going to discover ourselves, others, the unknown in short…. This is the risk or audacity of change. Exploring new territories, be they relational, operational, strategic, intellectual or other.

All our education has taught us to rely mostly on what we know, whereas change invites us to explore everything we don’t know, and even to question the knowledge that has been transmitted to us. And if for some, this can be a source of energy, because conquering unknown territories is exciting, for others, it generates doubts, anxieties and fears…. Change can be managed, in our lives and in business.

Today’s business world is in constant evolution, and is increasingly defined as volatile, uncertain, complex and ambiguous – terminologies coming from the world of armies initially during their interventions. Within this world that is constantly on the move, it therefore seems logical that each company or organization should adapt, review its strategies, positioning and guidelines to adapt. The management of change in a company is a key element because by default, the company lives, evolves, thus bringing changes to the processes that govern it.

Let’s allow ourselves to paraphrase Darwin and say to the corporate world: “it is not the strongest or the most intelligent organization that will survive, but the one that will be the most capable of change”. There is therefore a challenge for every company: to manage individual and collective change, to help individuals, teams and the organization to adequately manage any adaptation, among others through the management of energy and resilience.

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Leadership expertises

Challenges of change management

To manage change in the company, several elements will be important.

It is first of all, as a leader, through a good knowledge of ourself, our beliefs and self-beliefs, through our personality inventory and adaptability that we will find the first keys that will allow us to better understand who we are, how we function, where the current limits of our comfort zone are, etc.

By being able to better understand our own principles of reactions and behaviors, it also becomes easier for us to understand those of the people around us, our teammates. Being able to listen, taking the time to discover and get to know your collaborators is also an important element in change management. Indeed, in the face of any evolution, it will be important for the leader (and each member of the team) to be able to adapt his leadership style to each context and each person.

Finally, the understanding of the types of personalities that emerge when faced with change, as well as the knowledge of the path that we all go through, known as the ‘change curve’, from the work of the famous Swiss psychologist and psychiatrist Elisabeth Kübler-Ross (study of the mourning curve), allows us, as leaders, to continually adapt our style according to the ‘phase’ in which each of our collaborators find themselves, and to react adequately to emotions.

“Managing” change requires being able to both listen to oneself and listen to others; being able to translate and explain the vision of the organization and the reasons for changes or evolutions, while integrating the needs of each employee and making sure to address each of their fears.

Whatever the sector of activity, every company, every organization is probably evolving and reinventing itself every day, in a soft way and sometimes in a more radical way. Getting the means and methodologies to manage change and support each employee is one of the fundamentals at the heart of organizations.

During the “Becoming Leader” leadership development journey, change management is a common thread throughout. In a more formal way, we approach change management collectively at the level of modules that focus on the organization. We address both the “personality profiles” in the face of change as well as the change curve. But, in all transparency, living the “Becoming Leader” program means choosing to ask yourself the right questions about yourself, your leadership and your interactions with others. It requires, beyond courage, the audacity to initiate some modifications, personal and professional changes that will allow you to become, to be an even more beautiful version of the leader that you are. And thanks to the individualized coaching and mentoring along the way, you will dare to take this path, guided by a caring person.

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