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When it comes to change, is your team comatose or at risk of overdose?

Micro-dosing change actually accelerates progress towards the outcomes you seek to achieve while also caring for human adversity to change. We all know that what got your business to where it is today will not get it to where you want it to go within the timeframe you want it to get there–so what needs to change and how can we get everyone on our team rowing in the same direction to accelerate company progress?

Some organizations are highly risk averse, teams seek comfort in the status quo, and change, regardless of how necessary, is like towing an anchor with every opportunity for improvement facing deep-seeded and dredging resistance. As a result, when the competition arrives with cannons blazing and the tides of your market shift, your company is unable to respond and will get left behind to flounder until the business is drained of all resources and parishes at sea.

Other organizations are highly innovative and change is the name of their game. Everything is changing all the time, before one change is completed another begins and everyone is moving so fast in new directions they don’t realize that they are spinning in circles, creating a whirlpool that will suck themselves and their business into a dark abyss. Spinning out of control triggers an instinct to change the situation which accelerates the spiral effect as the business drowns itself in an overdose of change.

How do organizations successfully change while caring for their people and accelerating progress for their business?

I was slow to believe in the concept of go slower to go faster because I am a high action, quick start Maverick with tenacity to get things done and the risk tolerance appropriate for an entrepreneur. Micro-dosing on change allows us to measure the impact of change, assess that the change is leading to desired outcomes, bring everyone on our team along for the journey to contribute their human capacity to supporting the changes that will benefit the company and everyone involved.

Operationalizing change requires micro-dosing. Vision after vision, innovation after innovation, idea after idea works when your company or team is very small, but as you grow, operationalizing vision, innovation, and ideas takes more coordination to minimize disruption and achieve endorsement of all parties required for the change to succeed.