There are two types of change that I have observed ... no ... three.

The first is the natural change that just happens as time unfolds. We are used to this and accommodate ourselves to it fairly well.

The second is the kind that we label improvement. Our performance gets better, but nothing really changes.

The third is the change that I call transition where everything is subject to redefinition and restructuring. No one likes it.

Each type of change has a problem connected to it.

With the first, we never see the full implications of the change that is happening until it is beyond our control.

With the second, we want to believe that reading a book or taking a seminar to improve performance is a sufficient approach to change. It isn't because almost none of those programs address the fundamental reality that all change is structural in some way.

Being so, we relinquish control, and are the mercy of forces set in place by others.

With the third, that of transition, we can only manage by doing two things.

The first is to be constantly aware of every opportunity to change. Once we master these patterns of behavior, we realize that being in transition is the natural order of reality.

I believe we call this FLOW!

The second thing is that we need to equip our people to do the same thing. I rarely see this happening because, even if the leader or owner is change-oriented, they never equip their people to be change-oriented.

In other words, we never see the whole.

If you are going to master the transition of change, then your first step is not yourself, but your people. Encourage and equip them with the leadership principles for creating change or impact, which is the change that matters, and then the transition you are in can become that of an industry leader.

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