Openness to change

One of my favorite commercials is a classic ad from a cellular network provider that humorously depicts our habitual reactions to change.

The scene features a bugler from St. Mary's Church in Krakow. Knowing he won't be able to play the bugle call from the church tower, he improvises. In an act of desperation and reflex to cope with life's situations, he decides to play the bugle call from his current location, where he got stuck, and transmits the signal via a mobile phone.

The bugler's resourcefulness causes a stir among a group of villagers. His actions cause a cognitive shock in them. Taken by surprise by this deviation from tradition, they instinctively cling to their old habits and resist to accept this situation as acceptable.

This commercial brilliantly illustrates a universal truth: every change begins with shock and disbelief, often followed by rejection and questioning. Many potential changes never materialize because they are dismissed during this initial stage.

Reflect on your own approach to change. How many changes do you reject outright? How many do you consider? How many do you ultimately embrace? After your initial knee-jerk reaction, what helps you move to a stage where you can at least consider the change?

Consider what strategies help you gain perspectives beyond your own. What makes it easier for you to engage in self-awareness and personal growth? By exploring these questions, you can develop a more open and adaptable mindset towards change.

Playing a role of a CIO again! Journey is everything.

Last year, I went through a period of career reflection. I summarized almost 10 years of my consulting work and, to my surprise, discovered there was a lot going on under the surface.

First, I realized I was no longer learning. Situations began to repeat themselves, and companies started to look increasingly similar. I also discovered that the thrill of being proud of advising others, which initially motivated me to start consulting, was no longer compelling or necessary for me.

Second, I felt I wasn't building anything I could own in the long term; my need for ownership was clearly unmet. Similarly, my need for belonging was unfulfilled—people and companies changed, but I always remained an outsider.

My energy was flowing in one direction only: outward, with no chance to achieve balance and get some energy back. While I helped many CTOs, PMOs, TOs, PMs, and executives, I realized I hadn't been helping myself.

In conclusion, I decided that my next mission is to focus on one thing, with the same people, and build something together for the long term.

So, I switched to a CIO position. My first impression is that it is a far better position to promote personal and systemic change than that of a Transformation Coach. It is much more effective than being an external consultant because my voice is from the inside.

Being a CIO provides me with a better ability to be effective and create a higher impact.

Playing this role comes naturally to me this time. I am finally capable of leveraging people skills, tech skills, and organizational skills. I must admit it wasn't the case the last time I held a similar role. I spent a decade maturing after acting as an IT director for the first time.

The journey is everything. I can now openly recommend myself as an IT director to any company, which was not the case ten years ago. But that's just a side effect ;) Primarily, I feel I am using my energy for the right thing. I derive my actions (again!) from my personal inner locus. This feels really good.

I enjoy reflecting on my journey and am happy to share it with you and as many people as I can influence, to leave this world a better place.