The desire to change and the constant movement from within is a great gift nowadays; we already know that. Why is it that some managers push for change more methodically, while others do so with their eyes closed and start rearranging things without question? You have to be careful because some treat business changes like changes to their hairstyle. It doesn’t matter to them whether a particular change is needed or not; they are often attracted to the novelty itself and walk recklessly into their own trap. And others fundamentally build, strive for maximalism, and only replace components in a system when there is a clear need for it.
The Inconsiderate Variables
Most people who urge change cannot tolerate familiar situations or systems and cannot do consistently high-quality work. In many cases, they are more of an idea maker than someone whose strength is thoughtful decision-making. These are people driven by impulse and interaction who always want to move on because what they already know is boring. Amid their great boredom, however, they cannot leave things alone that work well, so they upset successful systems just to get into a new, unknown world. Plus, they think in the short term because they know about themselves that perseverance is not their strength. Not only are they demanding change, but they are also doing so with the intensity and momentum that makes us question their professionalism in certain situations. Because they are advocates for change, inactive people afraid of novelty will lose their trust in them after a while. They don’t listen to them, since the thought they are outlining is yet another, completely unnecessary idea just because they can’t stay in one place. The situation they are creating is dangerous, as they create a picture not only of themselves but also of change that is risky for people and a dead-end for business. They are the ones who like to change jobs at the beginning of their careers and then, after a while, are more dissatisfied with a particular company – because jumping back and forth is not good on a CV – and it is becoming more and more difficult to sell theoretical results. Because they usually don’t have a real product, at least not in the long run. The initial, usually rapid, life cycle is followed by apathy, loss of motivation, and relapse. Of course, there are exceptions here: those who, although difficultly, learn to handle this problematic, unsuccessful trait. And while they don’t usually feel completely happy in a job, they create a solid background, gain recognition, and can jump out from time to time again.
The Considerate Variables
The most important drivers of change are managers who are constantly evolving the current state, striving for maximalism, and considering whether to throw away an already existing strategy in exchange for an unknown one. However, they make decisions based on facts, so if the objective assessment justifies a change, they act immediately. Their reaction time is slower than those who want constant change, as they don’t want to shake things up always, so they plan and rethink every transformation. This is a slow process for them in peacetime, but they increase speed in times of crisis. As they strive for maximalism, they see that the maximum cannot be reached due to certain circumstances, and they can switch to the “make lemonade out of lemons” direction. They know exactly which decision wasn’t completely thought out, as it would have taken more time to deal with – usually, the testing period is what can be shortened – so the new strategic direction may not be completely perfect or will need to be shaped along the way. The best part, however, is that this is communicated to those involved in the strategy, so they can’t be disappointed with the process. They know exactly what to expect, and they can clearly see where the points are that cannot be predicted with the present knowledge. Faith and trust are what develop with these types of decision-makers, and that is why, when they make statements about the health of an organisation, you can rely on those statements. There is also a conflict from this, which is often accompanied by envy of the direction of the forced variables, as they want to stand there and dictate the direction. They want managers to follow them in one word, but that feeling isn’t usually a given, and if they fight for that sway, they’re doomed to continuous failure.
In the coming period, both types will be willing and able to change of their own accord. But it is up to each person to start this process!