Most of us don't like change, unless of course we thought of it. As leaders we experience change from two different perspectives. We may initiate change to make an improvement or fix a problem, or we may implement change directed by someone higher in the organization. Either way, managing change is a significant, and often difficult, part of a leader's responsibilities. There's help available, lots of help, but much of it delves deeply into human psychology. While the nuances of human reaction to change are complex, leaders can manage change without becoming psychologists. Leaders dealing with change will find themselves in one of two positions: either initiating change or implementing change. Let's start with initiating change.

Change is inevitable and often necessary. But, what one person sees as a simple or even necessary change can have a significant effect on someone else. For example, I've used the Firefox internet browser for years. Lately, the constant changes have become irritating and I've been considering other alternatives. I understand the need to increase security, and the desire for ever faster page loading but I don't get the constant change to the user interface. Why is it necessary to make me search for functions that have inexplicably moved? That's a key point for a leader to consider in initiating change. My frustration with Firefox stems from the fact that I'm not 20 years old nor do I want to spend a lot of time re-learning. Some might say I'm stuck in my ways and resistant to change. Your people are often the same way. They understand the need for change, when it makes sense, but are also resistant when their comfort zone is threatened.

One of the best predictors of how people will respond to change is how that change is presented. Too often leaders make changes because they can, with little consideration for their followers. Change is usually presented as "This is how we're going to do it now, live with it." That approach is guaranteed to illicit a generally negative reaction. A more positive reaction will result when the leader has given careful thought to several questions.

Why are you considering the change? Is it really necessary? If so, why? What do you really want to accomplish? How will the change affect the organization? Will some areas be affected more than others?

You need to be able to articulate good answers to these questions, before you announce the change. People respond much better when they believe you've carefully considered these issues. There are generally three types of reactions to change. A small number will enthusiastically embrace the change with no reservations and they may assist others in accepting the change, but be careful. This group probably includes a few whose enthusiasm has more to do with their desire to please the leader than actual excitement about the change. Their fellow workers know this and won't be swayed by a co-worker sucking up to the boss. Even so, there will be some who honestly support the change. Carefully explaining the answers to the previous questions will make this group larger. This group can help generate enthusiasm, but it's better to let their acceptance act as a more subtle encouragement to others.

The largest group will be the ones who accept the change (go along with might be a better explanation of their attitude). They may grumble about it, but won't work against you or the change. This is where your careful consideration of the questions will be most helpful. If this group really believes you've considered the change and believe it's necessary, they'll be much more likely to openly support it.

In any organization, there will be a small group that always resists change. Sometimes these folks are just contrary, but more often they just don't want to move out of their comfort zone. Normally, though they may demonstrate hostility, they will eventual adapt to the change. One mistake leaders make with this group is trying to cater to their demands. It's important to listen to them and understand their concerns, but spending too much time and effort can be counterproductive. If someone raises a valid point, use it and make sure that person gets credit. But, don't modify your efforts just to please dissenters. It won't work and will weaken the support of the rest of the organization.

During World War II, gas was rationed. There was a common mantra that appeared across the country that simply asked, "Is this trip necessary?" To paraphrase, the best way to initiate change is to start by asking, "Is this change necessary?"

Next month, implementing the boss's change.

One of the most critical leadership tasks is finding and developing the organization's next leaders. There is a natural fear of someone else replacing us. Get over that! Think of it this way. When you are promoted and move up, wouldn't you want a capable leader to replace you? After all, you may have to work with them.

The first step in finding new leaders is something you should be doing already; observe your people. Learn about them and get to know their strengths and weaknesses. This doesn't mean you must develop an intimate relationship with all your workers. Rather, get to know how they work; how they interact with others; how they approach problems and conflict. Think about the qualities and skills that have made you successful.

It's helpful to develop a list of specific qualities you're looking for. Of course these may not be fully developed but you'll know if the seed is there. Next month we'll look at some qualities you should consider.