Controlled chaos is a normative term in the management of change. Change is never straight. Change defies a linear constraint. Change is messy and change is curved. Leaders must be curved people.
Mentoring a growth team, we reviewed normal impact of change on the growth leader. In this model vision leads to planning and implementation leads to problems and pressures leads to perseverance leads to accomplishment and success leads to celebration and rejoicing leads to increased vision. Or you can choose crisis instead of perseverance which leads to exhaustion and withdrawal can lead to restoration can lead to increased vision. Or crisis can abort the progress. There are hundreds of divergent paths that may happen. Change is messy and curves a lot.
Change is not for straight line people. They are good at regular performance and processes. Change bothers them. A leader must learn to be a curved person. Change is inevitable and needed. Leaders lead through the curves.
There is one major curve in change you should explore and master. It is the curve between your starting level of productivity and your landing level of productivity. In that curve lies all the potential for disaster and triumph. In that curve many leaders lose sight of vision. In that curve success is assured and failure is certain. Master the curve and master change.
Plan: Now, plan the change that you intend to take your business or other endeavor into the next level of productivity. Go from 100 widgets a day to 200 widgets a day. Add a new product line while keeping current production levels on others. Penetrate a new market. Implement improvement in service. Change for growth.
Launch: Launch the change. Communicate, take action, and plunge into the change. Paralysis by analysis is deadly. There is a moment and point of demarcation. Take it. Fall off the mountain. That’s right fall off the mountain of your current productivity level.
Freefall: Change causes freefall. Problems come from change. Teams get confused. Productivity decreases while people absorb new information. The right screw becomes the wrong screw. Questions abound. Production plummets. This was in your plan, right? You made allowance for this, correct? No? Whoops. Fingers get pointed. Doubt crawls up the ladder to challenge the change rationale.
Adjust: Light shines. People push through learning curves. The services straighten out on the planned track. There is smiling in the camp instead of groaning. You knew you would get here, you just wished it had happened on schedule and without the problems. The changes begin to push productivity above your starting level.
Landing Level: Why endure the pain of change? Reach new levels. Plan diligently. Execute well. Adapt strong. Obtain outcomes. Receive reward. Of course, it does not always look so pretty. You might drag onto the landing level scarred and scattered.
Summary: This conversation is one I’ve had with hundreds of learning leaders. Every new leader expects smooth change, gets into the curve, panics, and needs some encouragement. Have your eyes open when you enter the change curve. You still might get blindsided, but you will be ready. Adapt with good and frequent communication and intentional feedback points. Go ahead and fall off the mountain. The landing spot is higher than where you stand.