Many are familiar with the bell curve that describes how people respond to change: innovators, early adapters, middle adapters, late adapters, and laggards. In my experience in the change process, I have another set of suggested categories to watch for. Where individuals are on this continuum from change resistors to evangelists for change makes a significant difference when considering them for either staff or board leadership positions.
Resisters. Like the laggards on the bell curve, these people will actively resist change because they are wired that way. This individual told me, "T.J., you can bring whatever change you want to the organization, but don't expect me to do anything different." No rationale is going to change the mind of a resister.
Protectors. The protector is also highly resistant to change, but for another reason. They believe in the status quo, the way things have been done in the past, and they will actively try to protect "what is" rather than embrace "what could be." This individual told me and many others that the changes I brought to ReachGlobal would destroy the mission.
Cynics. This group is simply cynical about change unless the proposed change is their idea. They tend to view change as "the flavor of the month" and are often vocal about their opinion. Cynics generally don't trust leaders, so proposals brought by leaders are quickly discounted.
Loyal followers. These individuals have a deep commitment to the organization and team. They accept change if there is a good rationale for it. These staff say, "Just tell me which direction we are going, and I will go with you."
Idealists. This is an interesting group with an upside and a downside regarding change. When creating change, one inevitably creates a gap between what should be. Idealists are highly impatient to get to what should be and believe we should be there now. On the upside, they want the change. On the downside, they can become highly critical that we have not arrived. Thus, they can be either an ally or a critic on any day.
Realists. This group supports change, realizes it will take time and process, and is generally comfortable with it. They are helpful in realistically figuring out how to get there and can live with the tension of what should and should be.
Change agents. These individuals support proposed changes and will be active agents in helping the organization get there. They are your front lines in speaking a new language, setting a new course, and helping redesign philosophy and strategy.
Evangelists. These champions of change publicly and privately live the change out, help others understand and get there, and advocate for the new direction.
In my experience, realists, change agents, and evangelists will help drive change, while resisters, protectors, and cynics will actively undermine change. Loyal followers and idealists will go with you but will not drive change.
Think about the implications of these eight ways that people respond to change: who you hire, who you put into leadership, and who you ask to serve on a board. After hearing these descriptions, one church leader aptly commented, "No wonder so many boards are stuck." He is right. Resisters, protectors, and cynics must be managed, but beware of allowing them into positions of leadership and influence!
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