Courage to Change

1. If the Courage to Change is Not Enough,
What is?
by Lorraine Weyg m a n M. Ed., CHRL
www . w e y g m a n . c o m
"Unless you try to do som e t hi n g be y o n d wha t you hav e alrea d y
mas t e r e d , you will nev e r gro w ." Ronald E. Osborn
On October 5, 1982, Laurie Skreslet became the first Canadian to
reach the summit of Mt. Everest. Four years later, in 1986, he
returned to climb again. Was he a glutton for punishment? No. He
loved the challenge.
What does it take to climb the tallest peak of Mt. Everest? Skreslet
and his team demonstrated that the largest imaginable dose of
courage is not enough!
Skreslet's team began planning 5 years before they took their first
step on the world's highest peak. They raised the necessary
$3,000,000; chose their team which included 65 climbers; selected
their base camp in Nepal; received government permission for their
climb; organized for 27 tons of equipment to be purchased, shipped
and received. Cooperation and teamwork were essential to their
team's goal and to their individual survival. Belief in their own ability
to plan and achieve their goal was vital. Knowledge of the weather
patterns and of the mountain's behaviour was critical. Statistically,
the attrition rate of people who start and do not finish is 50% and the
odds are one in three that they could die en route to the top of Mt.
Everest. Some die on the way back.
If scaling the highest mountain peak in the world is described as a
metaphor for meeting the challenges and changes of our own lives,
then mountain peaks appear in great abundance. When we look back
at all the events in our lives that we've overcome, we, too, have
achieved success in reaching those peaks. When we face the present
eye- to- eye and look forward toward our future, we continue to be
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2. prodded and chimed by challenges to reach. Change and challenge
never end, whether they are chosen or imposed.
What changes are demanded of us, our friends and family as
companies grow, shrink or stabilize? What happens when businesses
restructure in order to function more efficiently and effectively? What
happens when the company tries to implement the results of a survey
or a needs analysis? How do we feel when it's happening to us?
To others? Do we have the opportunity to participate in the planning
of the change process or is it totally or partially imposed on us? Do
we have a choice?
Do we lend a listening ear to those who hurt because of the changes
or to those who are excited and energized by their new challenges?
Not only must we ask ourselves what these changes mean to us and
those we love, but also, how must we adapt to them? We want to
minimize the stress, to maximize the cooperation and to continue to
build a family atmosphere in the workplace in order to feel better as
we work efficiently and effectively.
Change is an opportunity for growth
We have a choice - either choose to change or be forced to change by
imposed circumstances. By choosing to change, we can create
intense happiness even though initially it can cause stress,
disorientation and a fear of loss. What is there inside of us that resists
or flows with these constant demands for change?
Change is a planetary constant and yet, adapting to it can be difficult.
We take comfort in what we know and have spent our lives practicing
our strategies for coping with people and events with the belief that "if
it ain't broke, don't fix it."
Change means taking risks and facing fears. What if I make a
mistake? Will the mistake cost me my job, my relationship, my health,
my life savings, my home? What effects will that risk have on those I
love - those who love me? Will I be humiliated, ridiculed or
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3. abandoned? What's the price of change? What's the price of not
changing? What's the payoff for either choice?
According to Jill Jukes and Ruthan Rosenberg, in their book, "Surviving
Your Partner's Job Loss", people go through various stages and
emotions when confronted with such a drastic change. Shock,
disbelief, relief, anger, bewilderment, shame, embarrass me nt, guilt,
disappointment, anxiety, fear, vulnerability, sense of loss, depression,
excitement at new opportunities, disappointment at rejections and
lost opportunities, helplessness, stress, desire for revenge, betrayal.
Job change or role change within a job can cause some of the same
feelings.
When an organization makes changes, it's more than a chess game or
a chance at winning the lottery. People issues are real. How do we
learn to flow with the river instead of trying to push it back with our
hands?
Unless we understand the positive impact of change and our true
strength under stress, we cannot do it and ourselves justice. Personal
as well as organizational evolution is at the core of change. If you like
your comfortable rut, note that the difference between a rut and a
grave is length and depth!
Key factors of chang e
They are similar for an organization as for the individual and are
based in the system of beliefs and values. Emotions are woven
between them.
Faced with a new situation, according to our experience and beliefs,
we may consider it is hopeless or we may feel helpless. Maybe we
feel undeserving or overwhelmed, even if it could work out. We may
feel alone and uncomfortable with a sense of loss. Discomfort is quite
normal. Don't give up. Calm down. Take the time to consider all
options! Challenge of change brings gifts that make gains more
important than perceived losses.
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4. Hope
Without hope, change cannot occur. If we believe it won't work - it
won't. We associate the development of the light bulb with Thomas
Edison, the car with Henry Ford and the airplane with the Wright
Brothers. Roger Bannister ran the first four minute mile. Each one of
them heard many voices tell them that it can't be done. Marconi's
"friends" took him to a psychiatric hospital to have him examined
because he said he discovered how to send messages through the air
without the use of wires. These people survived ridicule to reach
phenomen al success because they believed what others did not. Their
vision, belief and dedication to their commitment paid off - for
themselves and for the rest of the world. Change a belief, change a
paradigm (how we perceive the world) and all sorts of choices and
events happen.
Resourc e s
If we believe in the change, but feel helples s in making it happen,
then we believe we have a shortage of resources. Not true!
There are two types of resources - those inside of us and those outside
of us. Internal resources are our own experiences and the parts of us
that have helped us to achieve success. Some examples are physical
or emotional strength, sense of humour, common sense, intelligence,
talent, aggressiveness, memory, ability to focus, creativity, flexibility.
We've had these qualities all our lives. They're what we've used in
order to survive! External resources are the people, books, media,
internet and experiences of others that we draw upon. In
combination, our resources are vast and limited only by our
imagination.
Self- este e m
If we feel hopeful and know how to use our resources, our lack of self-
esteem could easily limit or totally sabotage the results - consciously
or subconsciously. This guarantees that we will always be "safe" in
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5. that familiar rut - no matter its size or discomfort. The fallacy is, there
is no safety there! Organizations must address the self-esteem of its
individuals before successful change comes to hand. Motivational
sessions are not enough. They are just cosmetic. New coping skills
must be learned, visibly practised and supported.
Many of us underestimate our abilities and accept too low a level of
competence from ourselves and from others. Although familiarity with
a situation shows experience and is a resource, it doesn't imply
flexibility or address the fear hiding behind it.
Make the chang e
In order to make the change, we must have a clear picture of what we
want, figure out what life would be like for us and significant others
when we have it. Mental preparation and a clear vision are critical.
Working with others as a team and using their resources as well as our
own is a must. Go beyond limits we believe exist. Saying "I can't" or
"This won't work" is a limiting belief, which restricts us just like a
prison cell. Be smart enough to figure out how to stay out of the trap
in the first place. Don't be captive to feelings of security.
Fear of the unknown and of failure is natural. To take a risk is not
always easy. Plan, work together, research, focus, pay attention to
the details and be very committed to the task. Keep the benefits of
the payoff in mind.
Skreslet and his mountain adventurers had a powerful belief in their
success, team spirit and commitment to themselves, each other and
in their goal. They knew the risks and the dangers. They took the
time to prepare, plan, learn and understand the challenge. They did it
with dedication. Their life depended on their knowledge, adaptability,
flexibility and ability to "turn on a dime".
Advice is always simple. Carrying out the task is not always as easy.
Note that success is failure turned inside out. When we start
something new, we must practise it in order to reach perfection. At
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6. first, we make mistakes, stumble and fall as we did when we learned
to walk. At that point in our lives, effort, practise, success, dedication
and commitment counted. Children don't know the concept of failure.
Failure is an attitude, not a fact. Our cheering section was the older
children and the adults around us. So - what's different now?
It takes more than courage to change. When we utilize resources, the
task is easier and often more enjoyable, too. If we believe we deserve
it, then that makes a difference. If we believe we know what success
looks and feels like, we'll be prepared to change and have the taste of
success much more quickly!
We must take risks, believe in possibilities, dream and make
commitments. To say, "I'll try" is not enough. Trying doesn't imply
commitment. Doing does! It could be fun! We will open up new
worlds of joy and view new horizons from our belief in ourselves, all
our resources and hope for achievement. It's amazing what we can
encounter and achieve. Let's do it - now!
Lorraine Weyg m a n is owner of Weyg m a n Consulting, a proble m solving facilitator,
keynot e speak er, Change Manage m e n t Coach and tea m builder. In addition to radio
and television interviews, she has published many articles about huma n resource
issues in international newspa p ers and magazine s.
She has degree s in Psychology, Fine Arts and Adult Education (Developing Human
Resources and Administration).
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7. first, we make mistakes, stumble and fall as we did when we learned
to walk. At that point in our lives, effort, practise, success, dedication
and commitment counted. Children don't know the concept of failure.
Failure is an attitude, not a fact. Our cheering section was the older
children and the adults around us. So - what's different now?
It takes more than courage to change. When we utilize resources, the
task is easier and often more enjoyable, too. If we believe we deserve
it, then that makes a difference. If we believe we know what success
looks and feels like, we'll be prepared to change and have the taste of
success much more quickly!
We must take risks, believe in possibilities, dream and make
commitments. To say, "I'll try" is not enough. Trying doesn't imply
commitment. Doing does! It could be fun! We will open up new
worlds of joy and view new horizons from our belief in ourselves, all
our resources and hope for achievement. It's amazing what we can
encounter and achieve. Let's do it - now!
Lorraine Weyg m a n is owner of Weyg m a n Consulting, a proble m solving facilitator,
keynot e speak er, Change Manage m e n t Coach and tea m builder. In addition to radio
and television interviews, she has published many articles about huma n resource
issues in international newspa p ers and magazine s.
She has degree s in Psychology, Fine Arts and Adult Education (Developing Human
Resources and Administration).
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