We only begin a change journey because there is a compelling reason to do so. We do it to solve a nagging problem, avoid a threat, or capitalize on an opportunity. Great benefits await us on the other side of the journey. If we want to grow, then why not grow faster? If we want to e more efficient, why not be more efficient sooner? If we want to get “there,” wherever it is, why not get there sooner?

If something is worth doing, it’s worth doing faster.

When things are changing, some disruption should be expected. The faster the pace of change, the greater the chaos and confusion. This inevitably results in a dip in productivity as people adopt to new and different ways of doing things. Thoughtful, well-executed change leadership will lessen the amount of disruption and shorten the period of time you spend in this less productive state.

Unfortunately, when things change, we cannot expect everyone to enthusiastically embrace the new direction. Some cannot, or will not make the transition for a range of reasons and will eventually leave the organization by their choice or ours. When done right, change leadership can minimize those we lose or leave behind during times of change, and it can reduce the number of employees who physically, mentally and emotionally “check out.”