Business transformations are typically built around new structural elements, including policies, processes, facilities, and technology. But organizations overlook the internal shift – what people think and feel (Schwartz, 2018). This, in turn, magnifies people’s resistance to organizational change. However, transforming individuals is a core element that comes before transforming the organization through automation, process improvement, or transforming the functional units and teams (Kegan & Lahey, 2016).
In fact, we must meet our organizational stakeholders where they are (Sharp, 2019). We must understand them first, then, help each individual grow – both horizontally and vertically. When people grow vertically, they most probably change their mind. This way, individuals will likely accept and contribute to the organizational change, also accepting the change in policies and work systems. In other words, collective change in our VUCA-challenged organizations occurs through the individuals’ buy-in and their self-transformation.
To conclude this consideration, I have learned to stimulate, facilitate, and capitalize on people’s growth, simultaneously with me. Yet, I need to vertically self-transform even more in terms of supporting other individuals grow with me. I need to deeply understand this priority that comes before triggering any future collective effort, positively influencing the individuals first within my environment, especially my work domain.
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