changeguru - funverks · . changeguru. changeguru introduction here is an age old fact you cannot...

Farhad Karamally

www.funverks.com

CHANGEGURU

CHANGEGURU

Introduction

Here is an age old fact you cannot deny: All change begins with an 'I'. If you agree with this read ahead and learn the steps to move forward. If you disagree, allow your mind to accept a new school of thought – still read on…

After doing numerous ‘change management' training workshops, I realised that the concept of managing or adapting to change is irrelevant. The mindset is more of leading change, or change leadership as some of the more conventional people may like to put it.

Unfortunately this too is a restrictive belief that change only requires leadership. Personally it requires both management and leadership and a person who appreciates and utilizes these differences is a Change Guru. You will therefore find in this little pocket book two very diverse thoughts and mindsets .

Go through it and reflect. See where you fit and what beliefs represents your approach towards change. Then Change!

When you start decoding the hidden messages in this book, you may call yourself a Change guru… till its' time to change again…

Enjoy your journey of situation change and/or self change!

Farhad

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© 2008

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CHANGEGURU

CHANGEGURU

© 2008Farhad karamally. All Right ReservedFarhad karamally. All Right Reserved

CHANGEGURU

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Adapts to change for survival

Change Manager

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CHANGEGURU

Creates and leads change for achievement

Change Leader

© 2008 © 2008Farhad karamally. All Right ReservedFarhad karamally. All Right Reserved

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Waits for change to happen

Change Manager

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Change Leader

Takes action in a desired direction for change to happen


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Knows change can cause fear in some people

Change Manager

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Understands that people love to change but it is the uncertainty that

creates resistance

Change Leader


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Blames other people for not changing

Change Manager

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Change Leader

Blames no one! It is all part of the system & process


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Lives by the philosophy that 'fish rots from the top'

Change Manager

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Lives by the philosophy that 'change begins with self.' Nothing

will change until 'I change'

Change Leader


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Goes through a combination of positive and negative emotions

before accepting change

Change Manager

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Change Leader

Only goes through positive and supportive emotions while implementing the change


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Depends on consultants to drive the change process

Change Manager

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Depends on team members to become change catalysts

Change Leader


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Models the role one is meant to be playing

Change Manager

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Change Leader

Role models the behaviors that will assist in the change process


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Ensures change does not affect self too much

Change Manager

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Ensures change is goal focused

Change Leader


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Change strategy is plagiarized or is the fad of the month

Change Manager

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Change Leader

Change stories are referred to but strategy is created specifically for

its own cause


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Speaks of change since its in vogue

Change Manager

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Speaks of change because of the rate at which technological

breakthroughs are taking place. It is only common sense to change

Change Leader


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CHANGEGURU

Manages change by reducing the urgency and showing how streamlined the process is

Change Manager

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Change Leader

Creates a high sense of urgency for self and others


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Motivated probably by facts and figures

Change Manager

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Inspired by a greater cause

Change Leader


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Attempts to resolve and answer all ambiguities in change

process

Change Manager

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Change Leader

Is curious to discover more, knowing very well that having

complete information is not practical


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Uses only logic

Change Manager

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Provides good weight-age to intuition

Change Leader


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Is satisfied with improvements

Change Manager

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Change Leader

Is energized by breakthroughs


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Begins with systemic changes

Change Manager

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Commences by aligning mindsets

Change Leader


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Shows financial benefit of change

Change Manager

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Change Leader

Shares the vision of change


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Systems before people

Change Manager

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People before systems

Change Leader


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Misses the good old days

Change Manager

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Change Leader

Eagerly attempts to create the new future


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Seeks pride and satisfaction on what has been done

Change Manager

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Seeks pride and contentment in what will be done

Change Leader


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True change is physical

Change Manager

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CHANGEGURU

Change Leader

True change is a fallacy. It is primarily going from one level to the other. It does not mean that

history is deleted completely


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Brainstorming helps

Change Manager

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Brain opening helps

Change Leader


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If it ain't broke, don't fix it

Change Manager

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Change Leader

If it ain't broke, fix it


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Focuses on Things Gone Wrong (TGW)

Change Manager

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Focuses on Things Gone Right (TGR)

Change Leader


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Assumes change has a full stop

Change Manager

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Change Leader

Understands change is a continuous process and there is no

full stop


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Change is about planning and meetings

Change Manager

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Change is about strategy and purpose

Change Leader


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Utilizes planning tools & models

Change Manager

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Change Leader

Utilizes a strategic mindset


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Uses previous experiences as a torch

Change Manager

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Uses experiences as a lighthouse

Change Leader


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Is too focused on the trees and isn't able to see the forest

Change Manager

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Change Leader

Able to identify trees from the forest


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Change requires exterior power

Change Manager

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Change generates inner power

Change Leader


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To change, one needs to have courage

Change Manager

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CHANGEGURU

Change Leader

To demonstrate courage, one needs to change


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There is always an exit strategy

Change Manager

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There are only entrances and no turning back

Change Leader


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Contingency goals to settle for the best possible

Change Manager

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Change Leader

Only contingency plans moving forward


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Change is not in our hands

Change Manager

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Responding to change is in our control

Change Leader


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Considers beliefs as truth

Change Manager

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CHANGEGURU

Change Leader

Considers beliefs as creations of perceptions and experiences and

that they need to be nurtured first


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Change is dependent on luck

Change Manager

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LUCK is defined as Labor Under Correct Knowledge (Heard it in a

training program)

Change Leader


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Everyone must be thinking, behaving and reacting in a uniform

manner

Change Manager

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Change Leader

Our thinking, behaviors and reactions may be diverse but our

purpose for change is aligned


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Intent of others is questionable

Change Manager

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Intent of everyone is trusted

Change Leader


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Challenges the system

Change Manager

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Change Leader

Challenges status quo


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Coming out of the comfort zone is the biggest challenge

Change Manager

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Understands we move from one comfort zone to another and it is exciting looking for new comfort

zones, every time

Change Leader


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Focus is on customer service for profit

Change Manager

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Change Leader

Focus is on employee engagement for purpose


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Identifies 'patented' talent (a concept that assesses talent of

others based on past performance)

Change Manager

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CHANGEGURU

Identifies 'latent' talent (a concept that assesses talent of others based

on potential performance)

Change Leader


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Powerful bosses drive change

Change Manager

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Change Leader

Purposeful teams with common principles, deliver change


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Cynical about change

Change Manager

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CHANGEGURU

Critiques constructively

Change Leader


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CHANGEGURU

Change will improve performance

Change Manager

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Change Leader

Change will help discover more personal strengths and enhance

capacity


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Objective needs to be clear

Change Manager

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Objective must share the principles that need to be respected

Change Leader


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At times become disrespectful towards people who do not change

Change Manager

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Change Leader

May not appreciate resistant individuals but never demonstrate

disrespect


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Often assumes change will be good for everyone

Change Manager

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Is open enough to acknowledge that change may not be positive for

everyone. However, there will be overall improvement

Change Leader


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Needs change leaders to drive change. We are all humans and

often err. There are no rights and wrongs. There is a time for every behavior and there are different

strokes for different folks

Change Manager

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Change Leader

Needs change managers to deliver changes. We are all humans and

often err. There are no rights and wrongs. There is a time for every behavior and there are different

strokes for different folks


CHANGEGURU

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Farhad Karamally is the CEO of Navitus. His unique ability to relate with people from diverse backgrounds and occupationsis his core strength.

For over a decade, Farhad has been instrumental in helping organizations redesign their paradigms and be more successful in highly demanding and challenging environments. His innovative approach encourages people to not only accept change, but also to excel in it.

About the Author

Farhad F. Karamally

CHANGEGURU

My reflections from Change Guru & what

do I need to redesign about myself?

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About me

© 2008 © 2008

Farhad is a business consultant and leadership development facilitator. His unique ability to relate with people from diverse backgrounds and occupations is his core strength.

Farhad has been instrumental in helping organizations redesign their paradigms and be more successful in highly demanding and challenging environments.

His innovative approach encourages people to not only accept change, but also to excel in it.

Farhad karamally. All Right ReservedFarhad karamally. All Right Reserved

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