The Importance of Change
Change is both exciting and terrifying. On a personal level, change can feel empowering — we control the process, set our own goals, and embrace the journey. But at an organizational level, change often triggers fear and discomfort. Why? Because it challenges the status quo, disrupts established systems and processes, and introduces uncertainty.
Yet, if we are to thrive as individuals and organizations, we must not only accept change but command it. We must shift our mindset from fearing change to embracing it as a core part of growth and success.
Why Is Personal Change Exciting, but Organizational Change Intimidating?
Well, change is about control. In our personal lives, we decide when and how to make changes. We set the pace, make adjustments, and can even abandon the process if we choose. You don’t have to stay committed to anything you don’t want to. In organizations, however, change is often imposed by others, which can make individuals feel powerless. Even leaders who make the changes may feel constrained by the need for consensus, resources, and long-term commitments.
Here are some key factors we identified that contribute to this contrast:
- Lack of Control: Personal change allows for autonomy, while organizational change often requires collective decision-making.
- Fear of Failure: We hesitate to make organizational changes because we worry about making the wrong decision and affecting others negatively.
- Time & Effort: The more stakeholders involved, the longer change takes. Small, personal changes happen quickly, but in an organization, alignment takes time.
- Accountability: Personal change can be abandoned without consequence, but organizational change requires commitment and follow-through.
- Sense of Loss: Change often means letting go of old habits, systems, or ways of thinking, which can create emotional resistance.
The Small Agency Advantage
Knowing how intimidating these changes can be, we recognize there are some distinct advantages when it comes to working with a smaller agency. Larger organizations face unique challenges when implementing change due to bureaucracy, hierarchy, and size which can slow progression. However, smaller agencies are more agile, so with fewer decision-makers, we’re able to pivot quickly and adapt to new ideas. Collaboration is also key because employees feel heard and have a say in shaping change. We create an environment where change is not imposed, but embraced, which provides a culture of empowerment. Finally, experimentation allows us to test new ideas without the risk of massive disruption. This ability to move fast, experiment, and adapt allows us to challenge the status quo effectively and implement meaningful change without unnecessary resistance.
Commanding the Shift: Making Change a Habit
Change cannot be a one-time event — it must become part of our culture. To ensure change sticks, we must integrate it into our daily routines, conversations, and reflections. This can be done in a number of ways:
- Regular Check-ins: Keeping change top-of-mind through discussions and accountability sessions.
- Storytelling in Meetings: Share examples of successful changes to reinforce a positive culture of adaptation.
- Shifting the Language: Avoid negative terms like “enforcing change” and instead use empowering phrases like “command the shift.”
- Abundance Mindset: Instead of focusing on what we’re losing, emphasize the benefits of what we’re gaining.
- Normalize Failure: Failure is part of growth. By celebrating lessons learned (e.g., a ‘Failure Friday’ tradition), we remove the stigma around making mistakes and encourage innovation.
The Ultimate Goal: Normalizing Change
Change is not just a strategy — it’s a mindset. It’s not something we do occasionally; it’s something we must embrace as an ongoing part of our work. By embedding change into our culture, we don’t just react to challenges — we anticipate and drive transformation proactively.
