In Chapter Three Conner continues by saying that the rate of change has increased and yet people continue to operate as if this magnitude of change can be managed in the same way as it has in the past. He says that the volume, momentum, and complexity of change is accelerating at an increasing pace. He attributes this to seven fundamental issues:

• Faster communication
• A growing worldwide population
• Increasing interdependence and competition
• Limited resources
• Diversifying political and religious ideologies
• Constant transitions of power
• Ecological distress

As a result of these and many changes going on in organizations, Conner says that to deal with all of this change "we have to shift our perceptions towards change and how it is managed." Managers are realizing that they are facing constant change and they are beginning to realize that managing change is a key skill that they need to have in order to flourish in this new environment.

In Chapter Four Conner says that managers are often not equipped to deal with the "future shock" or too much change in a short amount of time. He says that during this increased speed of change people don't stop changing, but they become less and less effective on both the job and personal fronts (e.g. - displaying dysfunctional behavior). This results in behaviors such as:

• Reduced trust
  
• Defensive behavior
• Poor decision making
• Increased conflict
• Poor communication
• Reduced propensity for risk taking
• Inappropriate outbursts at the office
  
• Venting job frustration at home
  

He says that the best way that managers and leaders can increase their success levels even with the increasing levels of change is to increase their level of resiliency and their understanding of human patterns of behavior that occur during change.

Do you ever see yourself and/or others in your organization displaying the behaviors above?

“Management is about coping with complexity. Leadership, by contrast, is about coping with change.” John Kotter

Companies manage complexity by first planning and budgeting, then organizing and staffing, and then controlling and problem solving.

Companies lead by setting a direction, aligning people, and motivating and inspiring.

Kotter says that leadership is really creating a vision of something that could be mundane, but truly serves the needs of its customers and clients. Aligning people truly empowers them to step into their role and contribute in a way that moves the organization forward. Successfully motivating ensures that employees will have the energy to overcome obstacles. It is motivating through satisfying basic human needs of achievement, belonging, recognition, self-esteem, control over one’s life and an ability to live up to one’s ideals. 

Management on the other hand is truly taking complex issues and making them more effective, efficient, and productive.

I agree with Kotter that leadership is more visionary and inspiring to bring people along with the strategic plan they have. It takes the ability to take risks, serve clients in a way in which they are not currently served. It is inspiring and open minded and willing to motivate others by working on those aspects that engage employees to want to work through obstacles and not just require it of them. It takes courage to be a leader. It takes authenticity and it takes inspiration - in your own vision and in encouraging others to work towards that vision as well.

Are you a leader or a manager? If you want to be a leader what is your vision to get there? How can you begin to take the steps to become a leader and how can you inspire others to follow your lead?