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We are so naturally focused on the “left brain”, structured, analytical aspect of change and how we manage it – it’s as though it’s our hard-wired default setting. However, there is another perspective, maybe another dimension, to how we interact with change – a more “right brain” approach – and in this short piece I want to take time out for reflection – and to try to experience that wider view – the Tao of change…

Being fully aware of what is going on

I sub-headed this piece “Zen and the art of change management” with my tongue slightly in my cheek – and with passing reference to Robert Pirsig’s 70’s best seller “Zen and art of motor cycle maintenance”.

I am not proselytising Buddhism or indeed any particular religious perspective. In the sense that I am using the word, Zen simply means present moment awareness – to be fully present NOW. To be fully present now, is to be fully conscious.So the Tao of change – the way of change – is to be fully conscious of what is happening.

Do we really manage change?

We speak about “change management” as though change is something that can be managed, engineered, controlled and navigated. Of course, at a level and to an extent all of that is true, in the world as we see it – the world of apparent reality. But at a deeper level, maybe it is not quite so true – maybe there is rather more going on in the Tao of change…?

Could it be that we are change?

What if we are not separate from our organisations… and what if our organisations are not separate from their immediate external commercial environments… and in turn, what if all of this is connected and interacting?

Could it be that everything is change – so metaphorically at least – it’s all one great big interconnected process? Because, if so, to talk of managing change is a nonsense because we are change.

A more intuitive approach?

Of course the difficulty with all of this is that we can’t see this big interconnected process, we can’t intellectually grasp it and we certainly don’t feel it. And for many of us even contemplating the idea of the Tao of change or any of this causes us to feel a level of resistance.

Perhaps we could approach all of this on the basis of paying a little more attention to our intuitive perceptions of what we – and our organisations – are experiencing?

Perhaps we can open up to the idea that there is rather more going on than we initially realise and that the best way forward is to develop our ability to sense, feel or experience the wider dimensions of what is actually happening?

And perhaps we can pay more [if not equal] attention to the perspective of the Tao of change as we do to the apparent solidity and certainty of the logic of our structured management processes?

Or to put it another way, maybe we can experience the Tao of change as we develop our capacity to be in tune, to get “in the zone” or put it another way, to “go with the flow”? “Knowing others is intelligence; knowing yourself is true wisdom.” [Tao Te Ching]

The being is as important as the doing

Why does all this matter? As leaders of organisations experiencing change how we are is as important as how we do it.

People centred leadership that recognises the emotional dimension of leadership – and that addresses the emotional reality of those we are responsible for leading – demands a high level of self-awareness and emotional intelligence.

In an interview [with Stephen Bernhut in "Leaders Edge", Ivey Business Journal May/June 2002] Daniel Goleman said:”First, you have to reach within yourself to find out your own truth, because you can’t be resonant if you’re clueless, if you’re pretending, or if you’re just trying to manipulate people. You have to speak from your heart, and you have to do it in a way that speaks to other people’s hearts. So it takes authenticity.”

In my experience, this is key to leading your people along the Tao of change.

So where does all this leave us?

As we work out our strategies for managing change, and as we lead our people through change, we need to be aware of the wider dimensions of the Tao of change.

The financial and process aspects of business matter, but ultimately it’s not just about the money or about change management “processes that work” – it is about people.

Understanding the Tao of change is all about understanding people. And understanding people starts with understanding ourselves: “Mastering others is strength; mastering yourself is true power.” [Tao Te Ching]

For more on this – see here: Tao of change – “Zen and the art of change management”



I invite you to take advantage of my 7 FREE “How to Do It” downloads that will take you through all of the key stages of “How to manage change” – and show you how to manage successfully.

Starting a franchise is a sure fire way into self employment without all the usual hassles of creating the business plan and venturing into un chartered waters with a new start-up business. The advantages over a stand alone business are evident and we have made a list to discuss the merits of starting a franchise as opposed to setting up as an independent.

Advantages of starting a franchise

1. Tried and tested business model – When you are starting a franchise you are following a system set up by the franchisor and tried and tested in multiple locations up and down the country. Many young businesses are testing new markets and can often fail due to the lack of proper research or bad implementation of the business model however when starting a franchise you will be following the tried and tested methods of the franchisor and the current franchisee base, taking away the element of risk involved with all business start ups.

2. Head Office Support – When starting an independent business you have to rely on yourself and possibly your partner for advice and support. This is a heavy burden and makes the viability of the business 100% your responsibility. All problems must be solved by you and your team alone and in many cases these might be fresh problems that you have no experience of dealing with. when starting a franchise you will have a constant line of support open for advice and problem solving and this advice comes free, giving you all the help needed to overcome any obstacles and ensure you make a success of your newly bought franchise business.

3. Local and national marketing – Marketing is not cheap, especially national marketing. In most cases a franchisor will be taking a small % of profits from all it’s franchisees and putting this towards national marketing campaigns. With this pool of money they can easily afford television campaigns and national media publications in the magazines and newspapers, giving your and your business a huge boost in brand awareness that you would otherwise not be able to afford with your own independent start up.

Disadvantages of starting a franchise

1. Lack of control – Starting a franchise, although similar to owning your own business, is not quite the same. You are under strict instructions from the franchisor on how to operate your business and options for expansion of the business model can in most cases by limited. You are bound by the agreements and operations manual and in most cases it is a very good idea to stick to the rules and instructions set down there. You are starting a franchise because you want to buy into the successful business model so why change it? However, there are sometimes occasions where a business model may not be working due to either your market area of economic climate, or you may see new opportunities which may be profitable to change the franchise system to your advantage and this may well not be allowed if you franchisor does not allow you too.

2. Monthly licence fees – Many franchisors, if not most franchisors, take either a set monthly fee from you or a % of profits. This is often split up into several areas. 1. Monthly licence fee. 2 Contribution towards national marketing. 3. Rental of equipment or premises. Often these are not static numbers but a % of turnover so you may find that where 1 franchisee is paying ?100 per month for their marketing contribution, your 5% of profits is ?300 per month. It is all dependent of what is laid down in the franchise agreement and you need to be aware of this.

3. Buying and renting of equipment and stock – You may think you can cut costs by finding cheaper suppliers but a lot of franchisors will only allow you to purchase and rent stock and equipment direct from their named suppliers. Often the franchisor makes a little money on this and it may seem unfair that you cannot utalise your skills in locating your own products cheaper elsehwere. However do remember that they will have strict quality controls in place to ensure that not only is the equipment and stock of good quality but that they are consistent across all franchisee’s, ensuring brand continuity.

Conclusion:

There are of course many other advantages and disadvantages over buying a franchise and you have to take everything into consideration before going ahead with your purchase. ensuring that you have weighed up everything that starting a franchise offers over starting your own independent business. ensuring that you have all bases covered you should be able to make your decisions with confidence and the outcome is the right decision for you.