Change makes me nervous. There, I said it.
It unsettles me for the same reason it unsettles you—because as much as today might suck, tomorrow could suck worse. (Want proof? Watch CNN’s political coverage.)
Of course, you’re not supposed to actually admit your insecurity. In job interviews, during work meetings, and when speaking with colleagues, you’re expected to talk about how change brings fresh possibilities and new opportunities. You’re supposed to spout some bullshit about how you thrive in uncertainty and ambiguity. Bring it, yo! You’re an effing change agent! And don’t change agents love change?
No! Change agents like when they initiate change. But they’re just as likely as anyone to get the jitters, maybe even more so, when someone else grabs the wheel to careen down a new road. Still, when an organization tinkers with people’s routines, you know the response it wants: Yes we can!
Yes we can! But do we want to?
Take what’s happening at IBM right now. The company’s Chief Marketing Officer Michelle Peluso recently announced that U.S. marketing staff may no longer work remotely or out of smaller district offices. (Supposedly, the new policy will extend to many more workers.) Employees have 30 days to decide whether to report/relocate to one of six “strategic” locations: Austin, San Francisco, New York, Cambridge (Mass), Atlanta, and Raleigh. What’s more, they will not get to choose the city. Continue reading “How Not to Hate Change (Part 1)”