Happy New Year! I don't know very many people who were unhappy to see the end of 2012. Now we not only have a new year but, in the Mayan tradition, we have entered into a new age. I would like to pass on a set of questions that were posed by a small group of people who met in the Mayan forest in the Yucatan to explore what the ending of--in the Mayan calendar--a 5,125-year "long count" on December 21 might mean to them. I found these questions very thought provoking and just the fact that many people have been invited to reflect upon them can be seen as an encouraging sign.

• What am I committed to transforming in myself?
• What seeds do I, and we, want to plant and cultivate for the well being of people and all life on earth?
• What is the story that will be told in 100 years about what was transformed in this new beginning?

In this issue of "Navigating the Territory," I offer some considerations about an often overlooked role in any change process, the change implementer. There's also an update on a gathering I reported on last time, the SoL North America Project Incubator.

And I'm very pleased to announce that the Why Not Lead? book website has gone live as of this week. Please check it out at Why Not Lead? book 

If you've read the book, I invite you to write a review or make a comment. 

Have a great month!

Thanks for your interest and support. 

Deborah

It's not surprising that someone in my line of work would have numerous resources on change. But recently I was reflecting on the fact that most of these resources are oriented toward those who are the change initiators. And, in fact, those who may have a role in implementing the change but have questions or concerns are often viewed as "resisters." There's even a whole body of content in the change literature dedicated to overcoming resistance to change.

Many of the people I work with are middle managers, people who report to others and who have people reporting to them. They often struggle with their role in a change process, especially when there are aspects of the process or intended outcomes they have concerns about. If they voice their concerns too strongly, they fear being labeled as resisters yet if they go along passively, they risk being out of integrity.

Whether you are the change initiator or the change implementer, you have a role and a set of challenges in the process. Here's a simple way to think about it:

Change Initiator

Your role: You believe in the change, have buy-in. It may even be your idea. You have personal enthusiasm, even passion.

Change Implementer

Your role: It's your job to implement the change. You may be half-hearted about it. May have concerns or reservations about where you're going or how to get there. You're not in the driver's seat.
Your challenge: To buy into the change yourself. To determine whether you are resisting the change just because it's change or whether you have legitimate objections. To be clear about those objections or concerns and be able to influence the process and the outcome as the change is implemented.
Resources: Stephen Covey's "Circle of Concern." Any books or resources on how to have difficult conversations (e.g., Crucial Confrontations); any of the books on influence (see above). Especially useful: Getting Things Done When You Are Not in Charge (one of the only books I've seen written specifically for the implementers.)

For those of us who give workshops or consult on change related topics, let's make a commitment to strengthen the comfort level and skillfulness of the change implementers and the receptivity of the change initiators to getting constructive input about the change process. It will only add to the result even if the process is more complicated.