#3 Not All Changes Lead to Rome: How to Pick the Right Change

In this episode, Hillary Chan explores the role of discernment in change--and why it matters more than momentum in the early stages of new initiatives. Not all changes make things better and  not every idea needs to be acted on right away. Drawing from experiences in organizational change and leadership, this episode  offers a practical way (through key questions) to slow down, pressure-test the potential change, even before it hits the ground. 

Transcript

We’ve all heard the phrase “Pick your battles.” I say, “Pick your changes.” How do you do that?  Welcome to “Change, Actually”—a podcast about change—in the workplace, in organizations, and in ourselves. I’m your host, Hillary Chan.  I’ve spent years helping leaders, humans, including myself, and organizations navigate change--grounding what makes us human into practical strategies for individual and organizational growth.  If this sounds like you, subscribe/follow the podcast.  Change can be exciting? Or… dreadful. Both can be true because it’s true for different parties. For the instigators of the change, it’s exciting. It feeds the craving of novelty. For others, it’s dreadful because work can be tiring, and change, even more so.  

Here is the reality that you can’t lose sight of if you want to create meaningful change: Not all changes lead to Rome. Not all changes are beneficial for your team, client, or organization. And no, you don’t judge the benefit of a change solely by people’s initial feelings on it…though, it is an important consideration for all changes! What needs to be considered can sound obvious, but a lot of us jump into a change without taking a step back first to reflect. 

So before you get too far into creating change, I’ve made SIX questions-- using my own acronym BATTLE—to start you off: #1B (for better):  How does this change make things better (be specific!)? #2 A (For Alignment): Does this align with the overall organization’s priorities as well as my team’s abilities? #3T(For Talked): Have I talked to the people who will need to institute or use the change? Who needs to be involved to validate this change? #4 T (For Toll): What is the historical toll that the team or teams have absorbed from changes  in this past year? #5 L (for Look for Proof): How will I prove the change has happened? Where are the metrics? #6: E (for environment): Does the current environment of the culture and company and priorities support this potential change?  

And there you have it: BATTLE. Six questions to help you decide whether a change is worth pursuing right now.  

These are questions you should answer yourself first. Then, consider testing them with a few trusted team members. Ask them what they might change or bounce the idea of the change off of them. Chances are, you’ll be able to hear some perspectives you missed or be able to enhance the change you are thinking about.  Another important consideration: these starter questions likely can’t be answered all in one sitting. It takes time to build upon it to ensure you’re well informed before actualizing the change at all. 

Your answers may change as other priorities progress or as your teams evolve.  And if the process ends with the conclusion that the change is no longer needed know that THAT IS OK. One thing I do recommend is to keep a log of these potential changes, even the ones that never came into fruition. Keeping this organizational memory allows you to revisit it again when the timing is right. And when the season arrives, you won’t have to start all the way from scratch. You will be updating and refining.  You might even gain deeper insights into why the change is needed now more than before. You might become more attune to the conditions and environment that enable change in the company.  

To learn more, tune into “Change, Actually”, every other Tuesday. You can also share your questions with me—see the episode description for how.  Remember: Pick your opportunities for change wisely so that there can be change, actually.