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I might think it's easy, but others might not!

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I always try to understand the underlying reasoning behind a big change because I feel sometimes its easier to make small tweaks rather than changing reinventing a whole thing which can cause time delays and more friction. For harder changes, the "Why" is much more important and then how we measure the impact of it on the business

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Typically start off feeling frustrated or annoyed by the change, especially if it will be difficult to implement or I know the team will have a lot of pushback. I usually "allow myself" the time (that day, the whole week, etc.) to be in my feelings about it, then I force myself to pivot and start thinking about how to move forward.

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Try to find the positive in the change first and also consult other team members and my manager who are also affected.

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Too often, I take these as a challenge to demonstrate my decision making, and don't collaborate or explain what I'm doing enough

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I try my best to unpack the change, while giving myself space to embrace the uncertainty even though it's likely uncomfortable at the moment.

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My initial impulse is to imagine myself in the decision-maker's shoes. I try to understand the strategic rationale and the broader context driving the shift. Would I have made similar choices?

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If it's inconsequential and/or easily reversed (i.e. a two-way door type decision), I am typically very happy to make it quickly without high level of due diligence

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Readiness to embrace the improvement

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Feel challenged, puts thinking hat on. But can easily feel overwhelmed as well.

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Hard changes can feel overwhelming or disruptive. I sometimes avoid the change until it is absolutely mandatory.

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This is really hard when the hard change is something that feels (or is) stupid

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I struggle on long-term planning so half-way through I may start loosing fuel and not giving it the importance it deserves

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Sometimes big/hard changes are things I've proactively identified to work on (like overhauling a process) - it can feel daunting and also a bit humbling to accept something isn't working anymore and needs to be revisited.

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ideation and process improvement makes sense to me so I tend to walk through them with the team, and assume they agree with me

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I would get a gut check from other peer managers to validate my feelings, whether it's a frustrating or positive change.

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If I don't understand all of it at once then my confidence takes a hit.

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I will still ask the reason behind the change to understand the reasoning behind it and if its a part of a bigger initiative or change. Appropriately scoping out the requirements is something I'd still do. I will then delegate tasks to team or do it myself given the level of detail and turn around time required.

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I usually accept the change and quickly adapt to it

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Time Consuming - especially when our time needs to also be dedicated to clients

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For some reason resist the decision and just wait until it's super late and a lot of the options are likely no longer available and then I get SUPER frustrated with myself. This is how I book every plane ticket.

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Over think. And prepare something that is not needed.

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I try to look at the ripple effect of the change, even though it might not be major.

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If it's an 'easy execution' change, I admittedly don't give it as much thought. I focus on the action item tied to the change and, as a manager, will simply add it to the team to do's vs. taking as much time walking people through the change or explaining the why behind it.

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Overwhelmed, reluctant, skeptic, Will I have the tools or support to succeed?

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Not challenging/testing the solution since it's probably easier to just go along with it.

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support it. but check for long term scalability

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When it's an easy change, it feels like an opportunity for growth, especially when it aligns with my goals or values.

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Talk to people who know me well and help me make a values-based approach.

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I actually relish hard changes - I'm not saying I'm good at them, but I take this as a chance to dig deep and live the values of the team, and to demonstrate character in adversity - is this weird?

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Maybe not action it "quick enough" as someone might have a reaction I had not expected. For example, a member of the larger team left the Company suddenly, it would be a gap of institutional knowledge with that person being gone. But my thinking it would not impact our day to day, so I could address later in the day or at the next touchpoing.

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If it's something I can control or make the change myself, I'll include it in my priority list and action it (but try not to do it asap).

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sometimes do not take them serious. will see another large change as just par for the course given we have gone through many as a growing organization

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Thinking if it's this easy why are we making this change?

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I get frustrated and discouraged because the level of efficiency I achieved before the change is now negatively impacted, and I feel like I have to restart the scale to max efficiency and comfort in execution.

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Potentially implementing the change immediately without consulting with team members.

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I don't like multi-tasking so I rush and try to get it done soon so I can focus on the rest of my work

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I generally assume that if it feels easy to me, it will feel easy to others, including my ICs. Further, if I understand the WHY behind the change, I assume my ICs are also as bought in as me.

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Frustration

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EXAMPLE: Avoid implementing - analysis paralysis

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EXAMPLE: Jump right to action without asking enough questions

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What words, feelings, and reactions come to mind when you think of easy vs hard change?

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