The way many of us in the world are currently living and working is not sustainable. The way our organizations and societies are structured, how they are led, and how success is defined are being questioned. Our day-to-day actions and the beliefs and values on which they are based, are resulting in many of us experiencing chronic stress leading to negative impacts on our bodies, minds, relationships, productivity, and our bottom lines.
Our reliance on fossil fuels and a world focusing on consumption and the belief that earth’s resources are infinite are now being challenged. We now have data to show how nature can heal itself if we let her. Many of us are finally embracing the need to take action to preserve and save our beautiful planet and the fauna and the flora within it.
COVID-19 has shone the light on a number of the inequalities such as systemic racism, gender-based violence … and we are now acknowledging that we need to take action NOW toward creating a world that works for everyone.
What can you do? Where can you start?
We know that change starts from the inside-out and begins with each and every one of us.
The 7 keys to what I call Creative Living and the strategies and practices associated with them are an excellent starting point to begin to “be the change”.
I introduced the concept of Creative Living in my book “Learning to Dance with Life: A Guide for High Achieving Women”. Creative Living is defined as the “conscious cultivation of improved health, happiness, fulfillment and inner peace.”
There are 7 keys to Creative Living with proven practices and powerful strategies based on my own journey and work with clients from diverse cultures and backgrounds that are supported by evidence from neuroscience, the health promoting and healing benefits of the arts, organizational development and eastern psychology.
The 7 keys to Creative Living are: 1) Listen to and Trust in Your Body’s Wisdom; 2) Tap into and Express Your Creative Side; 3) Consciously Create Right and Left Brain/Body Balance; 4) Live in Alignment with Your Core Values; 5) Believe that You are Here to Make a Difference; 6) Learn from and Embrace Life Transitions; and 7) Find Inner Peace and Build Peace in Your Family, Community, Workplace … the World.
If you would like to learn more you can access “Learning to Dance with Life” on Amazon. Here’s a link: Learning to Dance with Life: A Guide for High Achieving Women
In my next few posts, I will be sharing how each of the 7 keys can support you to “be the change” you want to see in the world. Stay tuned!
I’d love to hear from you. Feel free to share your comments below; e.g. What strategy or strategies do you believe are important for creating a world that works for everyone?
During this time of immense change and uncertainty have you felt distracted, anxious, had difficulty sleeping? If so you are not alone. It’s happened to me and a number of my friends, colleagues and clients I’ve recently spoken with.
Many people are noticing that old patterns or beliefs they thought they had dealt with and/or cleared years ago, are surfacing. Others feel like they’re on an emotional teeter-totter; one day feeling upbeat and positive and the next feeling sad, anxious and overwhelmed.
What has helped me to get focused and stay positive is a decision I made several weeks ago to accept a new position and project in my life. Since that day (March 20), I have felt energized, creative, and focused.
I’m excited to share that I recently was named Ambassador for Canada of Female Wave of Change, a global movement that unites women who are changing the world into a better place. Female Wave of Change offers women from all walks of life a safe space where they can be their authentic selves, be economically empowered and grow into leaders and changemakers who shape the world for their own futures and for future generations. “I join(ed) FWoC because I feel so aligned with their Purpose, Vision, Mission and Core Values and I want to be part of this amazing group of women (and some men) and contribute to expanding and strengthening this incredible wave of change.”
To learn more about the Purpose, Vision, Mission and Values of the group visit: https://femalewaveofchange.com.
Ingun Bol, the founder, from the Netherlands, started the movement only 3 years ago and currently has Ambassadors in more than 40 countries. Achievements to date include: 1) designing and rolling out Women Leading in Change; a 12 module group online leadership program for women who want to make impactful changes. The program prepares women to be authentic leaders drawing on their feminine qualities and values; 2) designing Reshape the Future – a modular online program aimed at empowering and teaching participants to become agents of change by building on their inner strengths, talents and capabilities. This leadership program was initially to roll out in April 2020 and has been postponed till September 2020; 3) Hosting their first global conference in Johannesburg in September 2019 where a Call to Action on Human Rights was developed.
In addition, Ambassadors with the support of their “Wavemakers” from different parts of the world, have been designing and implementing impactful projects such as one that taught poor African women financial literacy and supports them to secure mortgages they eventually pay off so they can own their own homes.
Areas of focus for various months in 2020 were identified last year and due to COVID-19, the leadership team recently revisited their priorities and decided to offer free virtual webinars, workshops, coaching and dialogue sessions related to the Corona Virus and situations we are all currently facing, and open these up to everyone. I was honored to have the opportunity to moderate a recent Panel of Older Wise Women where they shared their Purpose, their Visions of the World after COVID-19 and their views on Feminine Leaders of the Future.
You may access recordings of recent virtual webinars/workshops, etc. on the Female Wave of Change YouTube Channel and learn about upcoming workshops and events on Facebook at Female Wave of Change Global . We’d love to have you join us!
What new “thing(s)” are you creating or focusing on during this time when we’ve all been forced to slow down and reflect? Perhaps it’s your garden. Perhaps you’re cooking more and trying new recipes. Perhaps you’re drawing and painting. What is energizing you and keeping you focused? I’d love to hear from you below.
Did you know that approximately 70% of organizational
change initiatives fail? Why is that?
According to my own work on
five continents and a cursory review of the literature, the main reason
organizational change initiatives fail is because they do not adequately address the people side of change.
What do I mean by the people side of
People are at the heart of
our organizations. They include everyone from the CEO, Senior Management Team,
Middle Managers, Team Leaders and Employees. They also include key stakeholders.
How do you address the people side of
CEO and Senior Management Team –The key ingredient here is for CEOs and their Senior
Management teams to be clear on why they
are initiating a change – be it a culture change, reorganization,
leadership change, new strategic plan … AND communicate that “why” clearly down through all layers of an
organization. That said it is not enough
to communicate the change, it is important for others in the organization
to take ownership of the change (more
about that later).
Another important aspect is
that a CEO and their Senior Management Team understand change and how they typically respond to it. Some key
questions to think about are: On a scale from 1 to 10, how do you typically
respond to change? One being “It scares
me to death” and 10 being “I thrive
on it”. My experience has been that most leaders rate themselves from 8 to
10. They tend to thrive on change. However, there may be others on their teams
who are 4s or 5s. If so, it is important to be aware of that, open up the
conversation, and discuss how those folks may be supported throughout the
When a CEO is open about
change, acknowledges that many of us fear change, provides opportunities for
their people to learn how to embrace change versus resist it and models
this behavior for others, it improves the chances of success of an
organizational change initiative.
How do you embrace versus resist change?
Based on more than 25 years of
consulting and coaching with individuals and organizations on 5 continents, I’ve designed a 5-step process called “The Art of
Change Framework” to support leaders and their organizations to embrace change.
It is underpinned by the belief that “embracing
change is a creative process that opens us up to new possibilities”. It is
also supported by evidence from neuroscience, eastern psychology and
This process is best implemented on the “front end” of an organizational change
initiative and lays the foundation for that initiative. It works best in an
experiential workshop(s) format where leaders and their teams have the
opportunity to learn about change together, explore how they respond to change
and why, and receive tools to support them as they move into a change process.
The Value Add? When people learn about change and how they respond to
it, that not only supports their engagement, motivation, productivity and
positivity in the workplace, it also improves their personal lives.
I’ve included an excerpt from
“The Art of Change Framework: A Guide to Personal and Organizational Change”
below to illustrate the differential impacts between embracing versus resisting
change (full document available at https://pamela-thompson.com/).
What happens in Ourselves, Our Relationships and Our Workplaces when We
Resist Change versus Embrace it?
|We view change as a threat
|We view change as an
opportunity to learn and grow and as a creative process that opens us up to new
Low in energy
The increased stress over time
negatively impacts our health; can
lead to chronic illness and
negatively affect our career paths
Over time we are more relaxed,
more flexible and open to creative
ideas. Our health may be positively impacted as we feel supported by
those around us and that we are
contributing to something greater than ourselves; may positively
impact our career paths
|In our interactions with others we:
Are not totally present
May be argumentative
|In our interactions with others we:
Seek to understand and support
We feel alone,
victimized and that others don’t
Characterized by increased understanding, creativity and compassion
We feel part of something and
|Increased conflict –
“us” versus “them”
Increased illness and absenteeism
Negative impact on the bottom line
collaboration and synergy
Creativity and Innovation
Positive impact on the bottom line
As leaders of teams,
organizations or community groups, it is essential that you understand change
and how you respond to it and also understand your team members and how they
typically respond to change. By engaging in facilitated experiential workshops
on the Art of Change, the
understanding among team members will increase and resistance toward a change
process, be it a reorganization, new leadership, new project or new strategic
plan, will decrease.
Providing Opportunities for people from various layers of the organization to input into the change process such as answering the question: How will the change affect me? And How can we as a team best support and positively contribute to the change initiative? AND the leadership taking those responses into consideration, is important. This includes input from key stakeholders which may be obtained through telephone interviews, focus groups, facilitated workshops … . Providing opportunities for people to input into the change process not only may provide interesting suggestions and perspectives, it will also build ownership for the change. People by nature, want to be respected, valued and feel like they belong; and enabling them to input into a change process supports these basic needs.
My experience has been that
when we provide the opportunity for people at various levels to input into a
change process, they often contribute ideas and suggestions that senior
management is not aware of/cannot see from their organizational vantage point.
In a recent episode of “The Art of Change” radio talk show, my guest, Shelley Gilberg, partner in PricewaterhouseCoopers, and experienced organizational change expert, noted that one reason many change initiatives fail is because “we cut off support too early to sustain change initiatives” – For more details check out: https://www.spreaker.com/user/bbm_global_network/the-art-of-change-show-9. Providing people at various layers of the organization the opportunity to receive training and support and instituting “check points” along the way for people to identify how they feel and why is important. This is also supported by Brene Brown’s interviews with a large sample of leaders from both public and private sector organizations.
There is strong evidence that
the reason why many organizational change initiatives fail is because they do
not adequately address the people side of change. When we provide opportunities
for people from various layers of an organization, as well as key stakeholders
to input into a change process, when the CEO and Senior Management Team are
clear on why they are initiating a new change and communicate that effectively
throughout an organization and model positive change behaviors, and when leaders
and their teams from various levels in an organization are provided the
opportunity in experiential workshops to learn about change and explore how
they respond to it, the chances of success of an organizational change
Learning and implementing the
5-step Art of Change Framework helps
you as a leader understand how you respond to change and is a tool to support
you and your team(s) to embrace it. In these challenging and uncertain times,
now more than ever, we need proven processes to support individuals and leaders
in communities, governments and organizations to create successful change
initiatives and through those efforts make a positive difference in the world.
As a heart-centered leader and/or changemaker, it is important to support others within your team and/or organization to embrace change. This may be easier said than done. Here are a few “tried and true” strategies.
discuss upcoming changes; (e.g. new leadership, reorganization) and ask
people to share how they are feeling about the changes
- Communicate about the changes and openly discuss how they may impact you and your team
- Ask how
people would like to be supported during the change process. I so relate to
Brene Brown’s work, the examples she shares in “Dare to Lead”, and the
importance of scheduling “rumbling sessions” during times of uncertainty and change.
“These changes are coming hard and fast, and I know there is a lot of anxiety … I want to spend the next forty-five minutes rumbling about how we’re all managing the changes” (p. 35).
those team members who are uncomfortable with change to start slowly and
integrate small changes into their daily routines (e.g. drive to work a
different way, when dressing if they usually put their right leg into their
pants first, start with their left leg, try sleeping on the other side of the
bed … . Change is like a muscle; the more
you welcome change into your life, the easier it becomes. Ariane
de Bonvoisin in “The First 30 Days – Your Guide to Making Any Change Easier”
identifies six “change demons” and their antidotes. The six change demons are:
fear, doubt, blame, guilt, shame and impatience. She explains that the change
demons “help us navigate through change by alerting us if we are off course and
encouraging us to choose a different emotion to help us get where we want to
go.” (To learn more visit: https://pamela-thompson.com/can-reduce-fear-change-power-beliefs/)
- View embracing change as a creative process that opens us up to new possibilities (a foundational belief of my “Art of Change Framework”- https://pamela-thompson.com/2017/10/), and speak with your team about the value of internalizing this belief.
- Use the
change process as an opportunity to be creative and innovative and create
space and opportunities for team members to share innovative ideas. William and
Susan Bridges in their book “Managing Transitions: Making the Most of Change”
share some excellent examples of this.
I’d love to hear from you what strategies you’ve found effective to support others in your groups, teams and organizations to embrace change. I welcome your comments and ideas below.
I so relate to this definition from
Ashoka (https://www.ashoka.org/) that “a changemaker is someone who is taking creative action to solve a social
problem.” They go on to say:
changemaker needs to launch their own start-up or be the president of an
organization; changemakers can find opportunities to make a difference in any
number of roles. They may have no ties to an organization; they may take action
as an individual or as part of a group; they may organize as a part of broader
community or they may work within a formal organization. “
Are you a changemaker?
If so, it is critically important that you understand change and how you
respond to it. Here are a couple of questions I encourage you to think about
and write down your responses to:
- When you think about change what words or emotions come up for you?
- Rate yourself on a scale from one to ten related to how you typically respond to change; “one” being “scares me to death” and “ten” being “I thrive on it’.
Many of us who declare ourselves as changemakers, including
those of us who are leaders of teams and organizations, respond to question #1 positively.
For example, when I think of change, words such as: “excitement”, “adventure”,
“opportunity”, “creativity” come up. Based on my experience with other changemakers
and leaders they respond similarly. In terms of question #2 many changemakers
and leaders typically rate themselves as a “nine” or a “ten”. That said, when
they ask the same questions to members of their teams or groups, responses to
question #1 may be “fear”, “uncertainty”, “anger”, “overwhelm”. And for #2 their
responses may be closer to “five” or “six” on the rating scale.
It is important to acknowledge that how you respond to
change when YOU initiate it is quite different than when it is imposed on you. If
change is imposed on you, your reactions and how you rate yourself on the scale
from “one” to “ten” typically change toward the negative.
So how do you as a
changemaker and/or leader, effectively navigate change and support others
around you to embrace, rather than resist change? Learning some facts about
change and openly exploring how you and your team respond to change is a good
Some Facts about Change
- Our bodies are hard-wired to react to change, to protect us and keep us safe
Our amygdala (part of the brain) is constantly scanning our environment for potential threats including things that are different. When it notices something it perceives to be a threat, it sends messages to our bodies that put us into fight, flight or freeze. When we are angry, feel like running away, or our minds freeze, we are NOT in a good position to make any decisions, or to positively influence others.
2. Our past
experiences with change affect how we respond to it. For example, if when
you were a child a relative you were close to died and no one let you see the
person at the wake and didn’t discuss the person’s death with you, as an adult
you may fear death and not feel comfortable speaking about it. Similarly, if
when you were a child and when changes happened, you typically learned to “get
on with things” and to not express your feelings about leaving a particular
school, relationship, home … , then this will likely affect how you respond to
endings as an adult.
3. We store beliefs
and emotions in our bodies. Dr. Bruce Lipton, a stem cell biologist by
training, in his book The Biology of
Belief, documents research conducted by himself and others that all the
cells in our bodies are affected by our thoughts. Dr. Candace Pert, an internationally
renowned researcher and biochemist in her landmark book Molecules of Emotion, shares evidence of the biochemical links
between the mind and body. That being the case, if we have had negative past
experiences with change, that will negatively impact how we respond to change
in our personal and our professional lives moving forward.
4. The good news is that we can change the physiological structure of our brains (create new
neural pathways) with our thoughts. 
The implications of this body of work to us as leaders and changemakers, is
that we can learn, model and teach others how to embrace rather than resist
Why am I so passionate about this?
don’t learn to embrace change we:
- keep repeating the same patterns in our lives and remain unhappy & unfulfilled
- Feel constantly under stress leading to chronic health issues and negative impacts on our relationships & our businesses
- Expend a lot of energy resisting change
bottom line is if we don’t learn to embrace change, over time it negatively
impacts both our personal and our professional lives.
How can we reduce our
fear of change?
- Better understand how and why we
respond to change
- Learn a proven model and tools to
help us reduce resistance, and embrace and successfully navigate any change
more you understand change and the more self-aware you are about how and why
you respond to it, the more easily you can embrace and move through it.
What has been your
experience with change? How have you effectively dealt with change in the past?
I welcome your comments below. Feel free to share this with people who you
think might find it of interest.
 Doidge, Norman, The Brain that Changes Itself. London: Penguin Books, 2007