Change Vigour vs Change Resilience: From surviving to thriving.

Adaptability: the ability to adjust in response to new conditions.

I was struck by the adaptability of a global retailer we have worked with for several years.

When we started on the first project, a new management team came into the business to lead a turnaround. Our role in the client organisation was to support realigning the HR operating model to the organisation’s broader priorities. This involved ramping up a stuttering HRIS implementation, prioritising the rollout on both a geographic and functional basis, and working with the HR team to reset their structure and roles around new processes.

The Change Associate team reset the HRIS programme within four weeks, accelerated the technology rollout so that 60% of the population had access to the new system within six months, three months earlier than planned, and delivered the client a programme plan for the remaining work required, which they could deliver themselves.

I can’t think of a single part of that business that didn’t change. More importantly, they recognised the imperative for change and adapted.

For a large organisation, they moved at speed and with focus: change vigour personified.

Emotional Regulation: Managing pressure and maintaining balance during change

I recently heard a politician on a podcast repeatedly refer to the need for senior public figures to have the right ‘temperament’ for the job. What he meant was the ability to stay calm, focus on outcomes, bring people with them, and listen carefully to what is – and is not – being said. The same skills are needed in business but without the tribalism.

When faced with a tough challenge, it is vital to avoid an emotional hijack, where the amygdala grabs the steering wheel.

Taking the time to step back, think, seek advice, and make clear decisions will help avoid potentially disastrous knee-jerk reactions. This emotional regulation builds confidence in others and creates an environment where change can be approached with a clear head and steady hand.

Problem-Solving: Effectively addressing new challenges and obstacles

Objective, clear decisions rely on great problem-solving skills. However, one individual rarely has all the information and clarity of thought to solve a problem singlehandedly.

Working with others, bringing in expertise, listening to counsel, and determining a solution to which you stick unless compelling evidence tells you otherwise, helps build change vigour.

Effective problem-solving is not just about addressing issues as they arise but also about proactively identifying potential challenges and planning accordingly. This foresight and collaborative approach enable organisations to navigate change more smoothly and effectively.

Optimism and Positivity: Seeing change as an opportunity

Pessimists and Devil’s Advocates can deflate the mood in any project team, but they play an essential role. They highlight risks to which we must be attentive and can prevent hubristic overconfidence.

But positivity is equally important.

Ultimately, people follow those who embrace change with energy, articulate the upside, and share an inspiring way forward. This kind of optimism is rooted in reality; it is not the same as boosterism, which ignores the grim realities of a situation and assumes an individual can deliver change through vigour and enthusiasm alone.

Optimism involves a balanced view, recognising challenges while maintaining a positive outlook and inspiring others to see the potential benefits of change.

Learning: Continuous development and improvement

A commitment to continuous learning and improvement is central to change vigour. Throughout my career, I have worked with many organisations that use Lean as a core philosophy in running their businesses. At its most basic level, Lean drives continuous improvement by analysing a situation, designing improvements, and learning from how those improvements work.

No organisation should ever think it has ‘cracked it’. There is always an improvement to be found and implemented. Knowledge building encourages a culture of curiosity and a willingness to experiment, learn from failures, and continuously seek better operating methods.

Agility: The capacity for rapid and effective action

Agility is another crucial characteristic of change vigour. It’s about being nimble, responsive, and able to pivot quickly when circumstances change.
Agility requires processes and structures that allow for swift decision-making and implementation.

It’s not just about reacting faster but also being able to predict changes and prepare for them in advance. Agile individuals and organisations outpace competitors by seizing opportunities and mitigating risks more efficiently.