"Nothing endures but change"
"-Heraclitus
I've always been fascinated by the way that people deal with change. I would venture to say the influencers profiled in this month's issue have had their share of adversity and change during their careers. In my opinion, the job of a good leader is to help their company and employees deal with necessary and unforeseen change - with success.
Many leaders face crises, imposed by external circumstances that require a rallying of people and resources. Or sometimes, visionary leaders become the change agents necessary and instill a sense of urgency in order to bring about a better future for themselves, their clients, employees
and organization.
Life is change and it is inevitable — change is a constant in the universe, and what I wanted to share with you in this month's column are six keys that can guide you when leading any organization through change. So here they are.
Articulate a Positive Vision for the Future
Take a page from Winston Churchill's "Finest Hour"
speech. Churchill had spoken directly and bluntly about the threat England faced with the Nazi onslaught, but also said, "Let us therefore brace ourselves to our duties, and so bear ourselves that, if the British Empire and its Commonwealth last for a thousand years, men will still say, 'This was their finest hour.' "
For your organization, point out the positive opportunities this change presents. It might be to fix a system that is essentially broken, create a new way of doing business that adds increased value or an opportunity to recreate your entire company in a positive and productive way. Keep reminding people of the tremendous and unprecedented opportunity that current circumstances create, even if it all seems like chaos. Creativity is born of chaos.
Be Visible, Calm and Armed with Critical Information
Mayor Rudy Giuliani during the 9/11 attacks is a perfect example of how to handle change during crisis Ð he was omnipresent — prioritizing his time and effort to the maximum effect for his constituencies. He was calming in the fact the he either had the answers or was able to say plainly that he did not know.
For those questions to which he did not have an answer, he would at least point people toward the right resource to get the answer. True honesty is sometimes saying "I don't know but together we can figure it out."
When you lead a change effort, supply staff with critical information, and also challenge them to be part of creating the answers to important questions so they are personally invested in developing new solutions and answers for the future.
Challenge People to Act Out of a Higher Calling of Service
In any well-founded change initiative, it is still possible (and even critically necessary) to challenge people to remember what your organization's overall mission is, and how it serves the needs of others — merchants. As the leader, your organization needs you to become a moral compass and help people stay focused on matters greater than self-interest during crisis or radical change.
Set Clear Limits
Consider sending some version of this message: you recognize that not everyone will agree with what is unfolding, but the mission is set and has been defined. Publicly challenge, invite and hope that everyone will rise to the occasion, but also create a graceful exit path for those who may want to leave. Let staff know that you demand professionalism at every critical juncture during the entire process.
Publicly Praise Those Who Make Positive Contributions
Don't underestimate public recognition, even in an organizational culture that may initially interpret such actions cynically. When you stay on message and become the moral compass for the group, praise becomes your most powerful weapon in creating and maintaining order. As a change leader, even when tired or stressed, end your interactions with praise; people need to see positive, human models of how to respond in these circumstances.
Don't Cloud the Message
Develop a core message or theme and ruthlessly repeat during the entire change process. Sometimes people will feel like they're playing handball and you're the wall, because almost every thing they ask or say, you will come back in a way that reinforces your core message. Plan out your core message of not more than three simply stated priorities at the beginning of the process. If you can't do this, you're not ready to initiate a change.
You know what they say, "shift happens." Your organization is going to experience shift or change, so be ready to lead the charge when required.
Good luck! 
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