Change Where Change is Necessary

Change Where Change is Necessary

Joscelynn Ann Baio

Columbia Southern University



”Even if you’re on the right track, you’ll get run over if you just sit there.”

– Will Rogers


“There is a reason for every season” whose words come from a spiritual leader who speaks life over thousands people every day.  She goes by the name of Joyce Meyers and is the very stewardship leadership that I envision as great.  There have been many times I turned on the television and heard just what I was needing to hear and learn about on that very day, but that particular quote has stuck with me every day ever since.

Keywordstransformation, steward, innovation, leadership, change-centric, strength, weaknesses, coalition, stakeholders.

Change Where Change is Necessary

Leading change is a task not anybody is prepared or entitled to be a force in action, but no one says there is an easy way to carry out this plan.  In fact, the call of duty is a greater one and to be able to use the article written I chose on G.W.’s birthday is coincidental.

The Shepard

In the article, “The Transformational Shepard” reviewed by Professor Marshall shared that the one clear example of a transformational steward in the federal government is the recently retired commandant of the U.S. Coast Guard, Admiral Thad W. Allen. In the book’s foreword, as well as in a recent speech at George Washington University (GW), that was the neat coincidence to me.  Allen espoused the aspects of an effective transformational steward. He noted that public administrators must learn to expect the unexpected and that the challenge for public leaders is “to create organizations that are change-centric learning organizations” (Marshall, 2015).


Now there is a certain way these plans and outlines must be carried out.  The managerial styles and leading appreciation must be one by the followers.  None the less, these are the greatest supporters whom will in fact be a part of the fight when in a battle to overcome all adversity.

Implementing Change. There are some really great strong points in this article all leaders can learn from.  One being, “Leaders can never communicate or collaborate enough. Transparency of information breeds self-correcting behavior” (Marshall, 2015).  The truth is in the pudding, there are never enough solutions though out to underlying needs that may or may not occur.  Not to lack emotional standpoints of these needs is also a very important innovation.

Toolkit.  There is an importance as leaders to not look at all areas of aspect when it comes to delivering successful change here is another great tip Professor Marshall reiterates that, “Managers examining a particular issue can use the book’s Leadership Change-Risk Diagnostic Instrument to analyze how the organization is undergoing change. The advantage of the instrument is that it provides a diagnostic tool that enables the manager to find in the book practical suggestions and additional readings to better understand and address areas of weakness” (Marshall, 2015).

Set in Stone. All things in change are challenging whether rolling with the punches or creating them.  Our textbook author shares the best advice and not to be taken lightly that “implementation is a critical aspect of any initiative.  Leaders should strive to understand why people resist change.  The leaders should use communication and training, participation and involvement, and as a last resort coercion to overcome resistance” (Daft, 2011).  Without setting these implementations in the change of course the plan or organization is destined to perish.  What is a family without deep rooted values and appreciated traditions?


Daft, R. L. (2011). Leading Change. The leadership experience (5th ed.). Mason, OH: South Western.

Marshall, Gary S. “The practice of transformational stewardship.” The Public Manager Winter 2010: 76+. Academic OneFile. Web. 16 Feb. 2015.