| | JULY- 2023MANAGEHRMAGAZINE.COM8In MyOpinionWHY DO WE NEED TO SUPPORT HOW TO EMBRACE CHANGE CONSTANTLY?By Gabor Varjasi, Global People & Culture Director, Castrol Enablers, bp [LON: BP]Ilike this quote from Maya Angelou, as it helped me many times to self-reflect when it was difficult for me at first to cope with new circumstances that I could not influence: "If you don't like something, change it. If you can't change it, change your attitude." Brilliant advice, but how difficult is it to live accordingly when change has become almost the only constant substant in our life? From my point of view, our VUCA world is accelerated all its attributes since 2020.I do think a lot over my career about why I like to work in companies that face their mid- and long-term strategies and are ready to take the right action to accomplish them. In contrast, some of my peers try to avoid these situations and are resistant to becoming change champions, even if they must sacrifice many important things that matter to them (e.g., learning opportunities).Transformations come with huge costs and run so much risk for both individuals and corporations while the given process/culture/organizational structure is in the implementation phase. Naturally, even after fully embedding it, we need to deal with the aftermath of the new reality that we haven't anticipated, besides all the benefits that change has brought us. Well, the answer I've found so far is a growth mindset & genuine curiosity, combined with a healthy risk-taking attitude, which can be key to success while change happens around and with you. Unfortunately, not everybody has a sufficient level of curiosity or mentors around them to support the establishment of the right attitudes to actively participate in or lead the unavoidable transformation at work. I believe that without those leaders who helped me understand `why' we need to change and what I can gain (e.g., experience, knowledge) personally by doing it properly, with full of my heart and mind, I could have never become who I am today. For example, let's think about how significant effort is put into changing company culture. Naturally, it can take five or ten years to implement the new culture and make it stick at all layers of the given organization. Meanwhile, typically CEOs won't stay longer in their roles than six years. As an unexpected consequence, employees can feel that a culture initiative is Gabor Varjasi
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