Smart change leaders identify, listen to and engage potential skeptics and resistors early in their change planning process if, indeed, the change is planned. They ask the key questions: “Who is likely to support this change, and why?” “Who is likely to resist and, and why?” And, “What can I do to overcome your resistance and build your support.” They recognize that many people in organizations have long memories of previous change initiatives, what worked and what didn’t.
To fail to access this collective store of experience represents a triumph of hubris over humility. It is not that experience should shape the future but, rather, that such experience should be accessed to help shape the future more effectively. The best change leaders work hard to create supporters out of skeptics and to change the minds of rational opponents because they recognize that a convert becomes an even more effective proselyte and will convince others. They cherish their resistors!
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Straight to the point.