Change is embraced when there is a fully vetted vision. The vision has to be sold to others and it should always be expected to be the toughest internal sales job. It takes preparation, rehearsal, and continuous follow-up after the initial pitch is made.
The timing of the change either propels, sustains, or kills an organization. Making a change too soon can cause confusion and can ultimately increase expenses to an unbearable level, while also demotivating the team. Making a change too late causes missed opportunities and will demotivate the team as well. Making a change at the right time allows an organization to have a high level of profitable and sustainable growth, while also keeping the motivation of its team members and all those they serve at the highest levels.
Identification and vetting of the need to change is the most important aspect of constructive change. Investigating the need to change is the first thing that should be done when the idea of change is introduced, and we should have our best and brightest contributing their thoughts during this phase. Challenging the need for change will make the results stronger.
Execution of change requires everything above, plus extreme tenacity.
We should never like to change. We should love it because we know it has to be done, and done correctly.