I believe the role of modern leaders is to help themselves and their employees deal with more and faster techno-changes, plus personnel and reimbursement changes, as realistically and painlessly as possible. It is my experience as the owner of a business employing more than 200 people over some 15 years, that change does indeed necessitate some structural, corporate, and "mechanical" planning and actions. However it seems to be the attitudes of oneself and one's employees and associates that determine either long-term success or failure, providing the structural basics are in place. If the attitudes of a leader are not positive and supportive for the changes on the horizon in the work place, the attitudes of the employees absolutely cannot be positive, for employees mirror the energy of the leaders. A negative leader cannot and will not have positive employees!

First, let us review a few of the things we know about change. Two kinds exist: the kind we need or elect to make (chosen change) and the changes we think happen to us from an outside source; I call the latter imposed changes.

Change automatically creates fear. Of what are we so afraid? The unknown. We already know how to do what we're currently doing (even if it is a mess, the results are at least familiar and predictable!) If we piled our troubles and experiences in front of ourselves and then searched the planet for someone else's smaller and easier-to-solve pile, most of us would eventually return to our own because at least we already know how to handle these! Unfamiliar can be truly frightening.

Change is inevitable. Until we're buried in the cold hard ground, change will continue. Something in our lives will always be changing--body, mind, spirit, soul, society, the earth, the weather, technology, healthcare, business and the workplace.

Some people have a harder time adapting to change than others. When I do attitude change facilitation or teambuilding with client companies, I frequently utilize a powerful tool called the DiSC^® Personal Profile System from InScape Publishing, a human resources product company in Minneapolis, MN. This profile reveals each person's strengths, weaknesses, tendencies under stress and ability to deal with change. It also helps leaders understand their own abilities to do change plus allow for the differences of others, including the employees they lead:

DOMINANT personalities dominate, demand and make things happen. They crave and need change, like life blood. They don't always consider all the ramifications of change, especially its effect on other people. Therefore, their course is frequently not well thought out and does not always bring the best results. If you manage dominant personalities, you must get their attention quickly and give strong, clear direction for change. They really just want the bottom line. You will need to let them vent their frustrations and impatience, then lead strongly.

INDUCERS/INFLUENCERS are very verbal. They basically believe everything is negotiable and that communication is ultimately the answer. "I" personalities also love change, needing it, thriving on it. However, they are more people-oriented than task-oriented. Their approach will be team-driven, along the lines of "Come on, team we can do it!" If you manage inducers you will want to give them the social perks they want, then lead them to see how people will benefit from the necessary changes.

STEADIERS are patient, steady, stable and secure. They are not particularly fond of change, needing a lot of time and information ahead of time to process how it will affect them and their jobs. They will accept change if they have time, information and can see reason(s) to change. As a manager, give them that time to adjust, and give them plenty of information. Highlight benefits of change and try to give them the security they offer and also require.

CONSCIENTIOUS personalities like change the least of all four profiles. They are very numbers and detail oriented and like to be able to do their jobs perfectly. Change greatly threatens their status quo. So they require a lot of guidance and detailed information about how and why to make a transition from old to new. To manage change with these employees, involve them in the decision-making process and give them time, guidance, information and detail.

Even people who say they need and love change can be stressed by it after a certain point. Most of us didn't learn much about the mechanics of change at home or in school; hence, we need training to deal with it now. Some of us spend much of our lives waiting for someone else to change so we will be happier, more free, more successful. We would truly prefer that the rest of the world change first.

You cannot change anyone else. You may think you can, but you can't. Therefore, you cannot force your employees to accept necessary adjustments or changes or be happy about them. What you can do, though, is offer them a positive rationale for the decisions that have been made, then create an environment to support them. It is the job of an effective leader to make it as comfortable as possible for people to adjust and come along. Give them tools to understand and manage change for themselves.

I know change and specialize in it due to an unusual amount of it in my personal and professional life. Many years ago, I was on the brink of bankruptcy - personally and in my business. I also weighed 200 pounds, had blood pressure of 220/110 and was drinking alcoholically. But I decided to change because I had finally had enough: I have kept off 65 pounds for 24 years, my blood pressure (without medication) is 110/65, I have been sober for 19 years and I sold my business profitably to a publicly held, national corporation in 1987. I now define success by the moments of joy in everyday life.

My message is this: If I can change, you can alter your attitudes toward the ever-changing trends in your business. While we can't change anyone else, we can, indeed, make it worthwhile for another person to change--when we're willing to change ourselves first! It works like this: If you want the other person to be on time, you model that behavior by being on time yourself. You explain why it's important for you to be on time and to have the other person(s) be on time. You request that he/she also value being on time and consider doing so. Chances are pretty good the other(s) will decide to try that "altered behavior." It is called modeling or leading and is not the old idea of behavior modification.

To help someone cope with change, communicate effectively why and how certain adjustments or new directions are necessary. Then model (or lead) the new changes, attitudes and behaviors yourself. It is that simple. Examine your own attitudes toward change. If you treat it as a royal pain and perhaps don't support managers above you; if you grumble and complain, so will the people for whom you are responsible. It's guaranteed because it is human nature.

All through the process, leaders must communicate, educate, communicate -- continuously. Be aware of each person's individual needs during times of transition. Be as flexible as you can afford to be while moving the organization forward.

To help you further cope with the complexities of change, I highlight the seven keys to change (note the acronym CHANGES) from my book "7 Keys to Changing -- Your Life, Health and Wealth." (Open Mind Publishing, 11/98)

1. Choose differently. This begins with knowing that you choose to be where you are right now professionally and you choose your current work attitudes. So, it logically follows that you can always choose more positive attitudes toward the necessary transitions in the work place.

2. Hurt enough to want to change. Former alcoholics and addicts call this "hitting bottom." It does apply, even in less dramatic settings. If how you are now leading has any "pain" in it, that pain is usually a good motivator to cause you to look at thinking, being and doing differently. When you are sufficiently uncomfortable you may be ready to use the next key:

3. Ask for help and accept responsibility for your choices. Have the humility and willingness to ask for the help you need. You truly are not expected to know everything, so read a book. Hire a consultant. Take a course. Then take daily responsibility for current choices and new results.

4. NEVER quit! Negative thoughts and beliefs are part of our culture. So you must keep on one day, one idea, one change at a time. As with weight loss, quitting drinking, changing any life style -- changing procedures or directions begins with a single step, then proceeds in small, manageable increments.

5. Grab onto the new, let go of the old. Letting go is harder than grabbing on. For change to be real and lasting, you must make a decision, a commitment: to let go of your old ways of thinking, doing, being and relating. Only then can mental space exist for the new.

6. Embrace a new way. Find some joy in it to persist. It's just like starting an aerobic or exercise program: find actions and attitudes you truly enjoy so you'll be able to continue enthusiastically for more than two weeks. It's your responsibility as a leader to make the new way as positive as possible for your employees as well as yourself.

Make some fun!

7. Stop playing victim. No one did this to you--despite how much you want to blame the government, competition, the stock market, world conditions or the past, present, future--or whomever else you want to blame. Then, quite simply, get on with it...Serve others; surround yourself with positive supportive people who share the dream with you!

To obtain the author's book, host a workshop or inquire about change coaching, please call 303-277-9488 or

e-mail:llinmcneil@aol.comom

Lin's book is also available on major on-line bookstores.

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