You don’t need me to tell you that change is a feature of life in all hotels today, and leaders are constantly faced with handling small and large changes at work. In terms of coping with change, to varying degrees, people can struggle with it and, generally speaking, the bigger the change, the greater the likelihood they will struggle. In an article entitled, Change or Die published in Fast Company, Alan Deutschman highlighted some startling points about our collective inability to sustain change.
Therefore, how you lead the change process beyond the initial stages will play an important role regarding the results you get; you need to really focus on how you can bed-down and sustain change, as much as you do on getting people onside from the beginning.
Recognise that change processes provide ideal opportunities for the negative team members to ‘stir things up’.
The Manager's Toolkit - Latest Blog Posts by Enda LarkinVisit BlogLatest Updates“The important thing is not to stop questioning.

In a time of transformation in higher education, Leading Change: How Boards and Presidents Build Exceptional Institutions fills a significant void in leadership literature and focuses on the changing level of board engagement. As a result, you must be comfortable in dealing with change yourself and in helping your employees to cope with it, particularly those changes which are substantial in nature.
Sometimes, gaining commitment is seen as the trickiest part of the change management process – and it is undoubtedly a challenge – but sustaining change is perhaps more difficult; often, far more so than we realise.
Naturally,  creating a compelling case for change and getting ‘buy-in’ from employees are critical early steps; and, as a general rule, the more involvement people have in determining the nature and direction of changes affecting them, the more easily they will support the implementation process.
Curiosity has its own reason for existing”In 1984, Bill Cosby approached ABC TV in the US seeking to pitch a new show about an upwardly mobile black family.
For major change, you should follow a structured, but not rigid, approach to implementation, taking into account the not inconsequential human relations issues associated with any change.

However, based on what this article tells us, even when there is a willingness or desire to change at the outset, people can easily fall back into old habits, or commitment can wane over time. Unfortunately, many leaders mishandle change and this can lead to significant resentment and conflict, much of which is avoidable if some basic principles and processes for managing change are applied. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act?

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