Leadership

Change is a very important process in the life of human beings, in organizations and every aspect of life. It is a process that alters the normal way of doing things to a new way of doing things. The process is inevitable, and it affects individuals in different ways due to personal reasons. Some people prosper well on change, and they are usually the first ones to accept change. These individuals are known to be the change agents, and they are usually ready to accept new products, decisions, and procedures. Some people are not disturbed by change, and they are very optimistic, creative and enthusiastic to handle changed to keep others motivated.

Some other individuals resist change and, therefore, need time to cope with the change. These individuals make decisions steadily, and they do not like to be rushed. Other individuals are very alert to the effects that the change will bring to their lives. They, therefore, seek to maintain their positions regardless of the change that come. People react to change differently due to individual reasons. There are those that see an opportunity in terms of growth or other things that make them accept or initiate the change. Those that refuse change see the change as an obstacle to achieving their goals or as a disruption to their normal lives. Those that are alert to effects of change are more concerned about their positions and, therefore, do not want to change from those job positions (Sharma, 2007). 

Those that accept change allow the process of change to be fast and, therefore, the time needed for implementation is shortened. Individuals who are positive about the change process ensure that the change brought about is successful as it was intended to be. Those that are against change delay the process of change as we as disrupting it, and the whole aspect is affected as it reaches late and distorted. Those are sensitive to the effects of change can influence the change to suit their objectives such that they maintain their positions they held before, and the resultant change would be vague.

As a change leader, I have many roles to play in ensuring that the change process is successful. First I need to ensure that the process is well organized and thought about to ensure that the implementation process will be easier and that there will be no confusion. I also have a role in ensuring that all individuals understand the change process and what they are expected to do to ensure that it is successful. It is important also for a change leader to understand that people handle the change in different ways and, therefore, come up with an intellectual way of dealing with them. The change leader acts as the sponsor who is in the forefront leading peers to the change process. Further, change leaders act as the role models for others to copy from and, therefore, behave in a manner that attracts other to follow. They also play the role of making decisions regarding people, equipment, the project, budgets, and other critical factors. Additionally, the change leader handles motivating the peers by showing the urgency and importance of the change. Change leaders also ensure that the change is enforced by signing all the agreements and appreciating that that uphold change and also punish those that refuse to do their part (Pathak, 2010). 

I am a person who thrives well on change if the change is positive. If the change ensures that where I am becoming better when the change is effected, then I would be in the forefront to advise to accept it. On the other hand, if the change would affect an organization negatively in the long run then I would resist the changed due to the adverse consequences it would bring if accepted

Resistance to change among subordinates and peers is a common phenomenon, and it is important that a change leader help to overcome the resistance. The change leader needs to use change agents who understand the change fully so as to explain to those peers and subordinates to remove all the doubts and misunderstanding. Change agents can concentrate on ensuring that people cooperate and accept the change. Transparency is also an important aspect to consider, and it starts by ensuring that individuals understand the full details of the process and the consequences of the decision. Transparency removes all the fears that the peers and subordinates could be having and, therefore, enable them to trust the process. Additionally, the change leader can involve the management to help overcome resistance. When the message comes from the management, it is likely to be accepted since they have an authority over employees. The change leader also needs to communicate effectively and clearly so that people understand fully on everything that need to be done. It is also paramount to ensure that you get verbal as well as non-verbal responses to gauge where and when to clear a misunderstanding as well as questions (Kotter, 2014). 

It is also vital for the change leader to remove all barriers to change such as offering assistance where people are stuck. This process will ensure that individuals have no excuses to make for not doing as expected. The other step would be to reward those that are accepting the change and playing the roles that have been assigned to them. Encouragement, as well as recognition, motivates people to do more, and this would also break the barriers for those that have not yet accepted the change. Coaching to ensure change can be a method that can assist in ensuring that people are prepared for the process. It could involve asking questions to peers and subordinates to clear up what they do not understand. The process allows the change leader to identify the people resistant to change and work in ensuring that it is overcome. Losing jobs can cause people to resist change. If losing jobs is not among the changes, then the change leader should also assure that people would not lose jobs. He should also assure them that their positions will remain to ensure that the fear is removed, and people can now concentrate on the change process. It is, therefore, important that the leader be prepared enough to make the change happen.

References Kotter, J. P. (2014). Choosing strategies for change. Boston, Mass: Reprint Service, Harvard Business Review. Pathak, H. (2010). Organisational change. S. I.: Pearson. Sharma, R. R. (2007). Change management: Concepts and applications. New Delhi: Tata McGraw-Hill.