Change must be something you value, something you embrace and something you proactively pursue. Your willingness to honestly, openly and regularly discuss change is more important than what you end up changing. Regularly considering change adds to the health of an organization. An organization should view regular discussions regarding change in the same manner as that an individual should regard their annual physical with their doctor.
As I matured, I realized that an annual physical was important. We men are such wimps when it comes to doctors and physicals. Yes, there are certain things that are unappealing about getting a physical, but preventative care can be much less painful and cost effective than waiting until the symptoms of an unhealthy body become unmanageable. My physical always starts with the nurse asking a wide variety of very personal questions. I am faced with a choice: I can tell the truth about my aches and pains, eating habits, exercise and other more intimate things, or I can lie and pretend that everything is fine. By being honest, I start on the road to greater health, but if I hide what is really happening, I run a greater risk of undetected issues getting worse over time.
Once the nurse has finished her interrogation, my doctor comes in and asks many of the same questions. He then does a thorough examination which seems to get a little too personal and uncomfortable. By the end of the check up, I have a more accurate view of my health. I have a better idea of how I am doing and things I need to change in order to stay at optimal physical health.
Just as physical health should be a priority, organizational health deserves the same attention. Regularly interact with others in the organization with the purpose of ascertaining its health and impact. Ask questions that can uncover the emotional, relational, spiritual and mental health of the organization. This soft data is very important and is a key component to the health and growth of any organization. At the same time, take a look at the hard data and ask, “What do the numbers say?” Look for connections between the soft data and the hard data. For example, if you discover that your employees are beginning to struggle with the direction of the leadership and are not the “raving fans” they once were, there is a good chance this is being reflected in your organizations ability to accomplish its mission. If not, be assured that it will.
A "change check up" may be one of the most important activities your organization annually initiates.
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