You see the writing on the wall. You have a change plan to create a win-win-win situation for the business, the staff and key stakeholders. You thought it would be a no-brainer to secure buy-in and get the plan implemented. Really?
As the leader of your team, you went by the books to support your change plan. You analysed and classified all stakeholders according to the RACI matrix. You identified pains and gains for each one and tailored your communication down to the last person. You did your townhall Q&A, responded to all the questions and took on board all relevant feedback. So why do you not feel the energy for change?
Change usually starts with a plan, which becomes a process and a lot of activities with a desired outcome. We also know that real change may not happen even if the people involved understand and accept the need for change. That is because change is difficult for some people. It could mean getting them out of their comfort zone, forcing them to be deliberate about acting differently, getting them to behave counter-intuitively and upsetting their normal ways of doing things. On the other hand, there are other people who thrive on change. They are not fazed by new ideas, new concepts, and new ways of working. These people are highly adaptable.
The good news is that adaptability can be learned. As you can only manage what you can measure, AQai has quantified adaptability by breaking it down into three main dimensions of ability, character and environment to form the Adaptability Quotient. The results of the AQ assessment can then be used to help companies and leaders work directly with their teams to help them be more adaptable to handle internal changes and respond to external disruption and competition and support the strategic initiatives of the company.