Change

Read this over at Tony Morgan's blog and thought I would repost it here...

It’s a lot easier to embrace change when you’re the one initiating it.

When we decide change is needed, it’s a lot easier for us to receive it.

Change without vision is chaos.

Change to fulfill vision is a lot easier to understand when it’s shared through stories.

Many times the most successful or positive changes also produce the most criticism.

Change doesn’t happen unless someone is responsible to deliver it.

It’s easier to embrace change when we see it rather than when we hear about it.

Change, even the best kind of change, will always generate some measure of fear and anger and sadness.

In other words, someone will always despise the change and let you know about it.

It’s almost impossible to change a change that previously worked.

Test-driving a change is a lot easier than fully committing to the unknown.

Change is more likely to take hold when it’s followed by an immediate win.

When you think you’ve communicated enough about the change, you need to communicate more.

Organizations that don’t change die.

When change happens, it always gets personalized–it always ends up being about “me.”

Slow change is rarely positive change.

Change without metrics is foolishness.

If the change is easy, you’re probably not changing enough.

Resistance addressed appropriately makes change better.

If everyone already recognizes the need for change, you’re obviously not the leader.