Do we come ready-programmed for change?

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Do we come ready-programmed for change? Some people seem to handle change effortlessly, almost as if they were born for it. Could there really be a “gene for change,” as suggested by the Chief Executive of Bose, the sound experts? I was intrigued by the conversation in which this arose, and thought I would consider it in more detail in this article.

If we look at the famous “Nature Vs Nurture” debates about raising children to have specific traits in adulthood, it’s believed some things ARE genetic – the ability to speak, for instance. However, many of our behaviours, skills, and preferences are products of our environment and upbringing – the “Nurture” element (ie what language we grow up speaking). So, can our capacity for change be ready-programmed into our genes?

Do we think change resilience can be an innate skill? In my work, I have worked with clients who struggle with change. These are the leaders who find it challenging to lead change effectively and happily. When this happens, we explore strategies to help them become more comfortable with change so that they can lead their teams through it successfully. However, it all depends … on whether they’re a Maverick [1] or not.

There definitely are people who thrive in change. Their innate enthusiasm for disruption makes them natural challengers of the status quo. And that’s particularly true when working with Maverick leaders, whose wilful independence of thought and action make them capable of great flexibility, often handling change with aplomb. 

The problem comes when a leader’s eagerness for change leads them to push ahead without bringing others along with them. Not bringing your people with you is a classic failure of change management (and a classic pitfall of project management). I have seen this time after time, even from the most experienced of leaders. It is easy to forget that not everyone is as keen on change as you are, when you are in the throes of a vibrantly disruptive change programme! Again, this is where Mavericks come to your aid, because a Maverick leader will inherently focus on their people and the relationships within a team and organisation. Seeking to maximise the collective benefit. 

In my experience, it has only been Extreme Mavericks [2], whose Loki-link behaviour forces obedience and strains relationships, that led down the side for Maverick change makers.

That said, having leaders in your organisation with the wherewithal and appetite to drive complex change projects is crucial. There are some leaders who make a living specifically as locum change agents, “Disruptors for Hire”. These leaders have built on innate communication and organisational skills to deliver change effectively time after time. They resist any overpowering urge to run off with a programme. Instead they keep within boundaries, always remembering that success is defined by those experiencing the change, not just those detached senior leaders requiring it to happen. I would put money on a lot of the most effective change agents being Maverick in their nature.

Ms Snyder suggests that her interpretation of a “gene for change” is evidenced by grit, resilience, intellectual agility and an ability to pivot your thinking based on market conditions. So, then, determination, an ability to withstand stress and setbacks, the ability to think clearly and flexibly, and the ability to alter your course according to new contexts. All of these sound the kinds of skills that can be taught, rather than those that come ready-programmed. 

One point I would add in here, perhaps belatedly, is that any “gene for change” is actually a gene for modern leadership. There is no constancy in leadership, except that there is constant disruption and change. Leading change is all about having the courage, determination, and flexibility to adapt. These qualities can be cultivated over time, particularly if there is an innate Maverick flexibility available to work with. 

Encouraging adaptability and a willingness to embrace new experiences from an early age can enable us all to make a smoother transition into change tolerance. Whether that is change leadership is down to how we are employed. Perhaps, after all, we should be thinking less about the concept of change, and more about the flexibility, agility and adaptability of our personal skillset. We all need to be a bit more Maverick in our change leadership. And those behaviours are sometimes innate but can most often be learned as “Nurture” behaviours in my book.

Having looked at this issue from both sides, I am coming down firmly on the side of “Nurture”. While the idea of a “gene for change” is interesting, it is important to realise that our ability to adapt and lead change is not solely some genetic gift, ready-programmed. It is a mix of nature and nurture. We are, all of us, a blend of innate and learned behaviour. Our leadership styles are simply an extension of that. Even if we are not born with a built-in change leadership “plug in”, we can still develop our skills so that we can achieve positive outcomes. And this is true even for the Maverick change agent. 

Innate independence of thought equips effective change management, but it does not guarantee it. There still needs to be a whole array of other skills at play. Admittedly, Mavericks will take to these skills easily, because of their adaptability. However it is still useful for everyone to be trained up in a similar way, for a successful change project to bear fruit with the minimum of disruption and confusion.

In the end, anyone’s ability to lead change is not about whether they inherited it. Rather, it is about nurturing and growing a set of skills (resilience, flexibility, determination and courage) that will stand them in good stead to withstand and/or lead change. So, whether you are a natural change enthusiast like a Maverick leader or not, the key to successful change leadership is the willingness to invest the time and effort to develop those skills.

It is not in your genes; it is in your commitment to change.

Footnote

[1] Judith Germain has been defining Mavericks as wilfully independent people since 2005

[2] Extreme Maverick – The Maverick Paradox: The Secret Power Behind Successful Leaders – PublishNation 2017 – Judith Germain