1. I said/thought, “I want a job
that’s stable and predictable.”
2. I said/thought, “I can’t wait
until this is over so we can get back to business as usual.”
3. I said/thought “I want to stay
up-to-date on the changes going on around me.”
4. I said/thought, “I’ll try to
get into a routine if I can, but I’ll still try to continuously
improve.
5. I noticed my own resistance
and negativity and tried to understand it.
6. I tried to keep change and
conversations about change on a rational factual plane.
7. I tended to react without
thinking when something changed around me.
8. I asked, “What is this
resistance telling me about things we have to do to make this a long-term
success?
9. When things I or others tried
to do failed, I looked for ways to learn and build on my learning’s.
10. I said when a change was
introduced, “We did that in the past and it didn’t work.”
11. I walked away from a goal or
a vision when something I tried to do failed.
12. I noticed and supported
trends before they were obvious to others.
13. I said, “This wasn’t in our
change plan. Let’s get back on track.”
14. I noticed when innovations we
didn’t plan were happening and I gave them room to grow and unfold.
15. I expected things to get
gradually better and better when we were involved in a planned change project.
16. I tried to keep the big
picture and larger goals in mind, even when a project got stuck and seemed to go
backwards.
17. I said things like, “When I’m
convinced that leadership is behind this, I’ll change.”
18. I thought about the kind of
organization I wanted to be part of and supported changes that helped create
that kind of organization.
19. I said to myself, “My
commitment doesn’t matter anyway…..I’m just one person.”
20. I took a stand for something
because I thought it was right, even when I was in the minority.
21. I said critically of people
in power, “What s/he does contradicts what s/he says.”
22. I felt insecure and blaming
when I saw formal leaders do or say something that was at odds with a change
that was going on.
23. I accepted many failures in
leaders as long as it was clear that they were committed to change and
learning.
24. I complimented constructive
changes I saw in leader behavior or told leaders when I was getting mixed
messages about change.
25. (Rate only if you are a
formal leader) I felt as a leader that I could be a visible learner when things
changed. I didn’t have to appear perfect, and therefore could be an active
learner or take counsel from others.
26. (Rate only if you are a
formal leader) As a leader, I made verbal commitments to new directions, but
often didn’t properly fund and resource them. I expected the people in the
organization to make change happen “on their own time.”
27. I left the thinking and
responsibility for the future to others – focusing just on my day-to-day
work.
28. I thought about what was
going on around me so that I could influence ideas about options and the bigger
picture.
29. I often didn’t act on my
ideas and things I was excited about because I was afraid to fail.
30. I managed myself to high
standards of contribution – with little or no supervision.
31. (Answer if you are a formal
leader) As a formal leader, I assumed that I and other leaders had to “take care
of” workers or protect them from the truth or from change.
32. (Answer if you are a formal
leader). As a formal leader, I treated the people who work in and around the
organization as intelligent partners who could handle the truth about change and
help shape it.
