Hayley LewisHost
I came across a really helpful idea from Rachel Miller's new book, Successful Change Communication, and Rachel shows the different types of change, and going so far as to categorize them.

There are the obvious changes, what I like to call big change, and the less obvious, smaller changes.

So that might be something such as the introduction of generative AI or other forms of automation into your team.

We've then got the category of physical change, so that might be a move to a new office location.

There's then service or product changes, so for example, a change to opening or closing hours.

For example, a team member leaving your team, and then you're having to onboard and induct a new team member.

So as you can see, change isn't always about a merger or an acquisition or the big stuff that we tend to think of.

It can be that those everyday things as well, such as the exit and entry of team members.

From my perspective, change isn't on top of your job, it is the job, and maybe that's the starting point, not viewing and treating change as these big seismic events that you've simply got to shoehorn in, but rather they're things that are essential part of your role as someone who manages a team of other people.

I came across a really helpful idea from Rachel Miller's new book, Successful Change Communication, and Rachel shows the different types of change, and going so far as to categorize them.

There are the obvious changes, what I like to call big change, and the less obvious, smaller changes.

So that might be something such as the introduction of generative AI or other forms of automation into your team.

We've then got the category of physical change, so that might be a move to a new office location.

There's then service or product changes, so for example, a change to opening or closing hours.

For example, a team member leaving your team, and then you're having to onboard and induct a new team member.

So as you can see, change isn't always about a merger or an acquisition or the big stuff that we tend to think of.

It can be that those everyday things as well, such as the exit and entry of team members.

From my perspective, change isn't on top of your job, it is the job, and maybe that's the starting point, not viewing and treating change as these big seismic events that you've simply got to shoehorn in, but rather they're things that are essential part of your role as someone who manages a team of other people.
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