Once, I was invited to present at a Leadership Development Program hosted by a major university for a large corporation (my topic was organizational change). The host facilitator of this program got the group started in the morning by asking participants to take a few minutes to introduce each other at their table and make a list on a flip chart of the assets they brought to the organization.

I listened with interest and curiosity to each table report out. Without exception, each of the eight groups reported that one of the assets they brought to their organization was being ‘agents of change’ or ’embracing change’ or some form of that. This was interesting because at the time I was working with this organization and the reports were that ‘change’ was something this organization struggled with. I was there, to speak on the topic!

Maybe I was addressing a group from Lake Wobegon where “every child grows to be above average.” But maybe not. Since then, as I’ve worked with clients I notice the same pattern. We tend to see ourselves as the ones open to change. And for the most part we are – as long as it is change the way we see it, the way we want it, and on our terms. One of the secrets to successful change is to enable the organization to come to the same view of why the change is necessary, the end goal, and the way to get there. And that does not happen with a speech! It rarely happens through a memo or a presentation. Change happens when we invite people to participate in the conversation. Being part of the conversation makes it possible for people to understand and accept change. This is the first step towards embracing change.

So, yes, people can embrace change as long as they get to participate in the process. Instead of letting people be passive observers, leaders can invite them to the conversation so they too have ownership of the change.