Prior to the pandemic, I had been spending time outside my career seeking and researching fresh ideas and visions for change. I was interested in a more wholesale level of change, not simply changes to stuff at the surface that we had become accustomed to defining as change.

Although, I had not been a formally trained change manager, my entire career over the last 15+ years involved leading organizations of various sizes through a period of deep and rapid change. Strangely enough, my role during the pandemic finally had me serving in a supporting change management capacity. It’s something I had always wanted because I’ve always been driven at a personal by getting better at change.

“Managing change” is something that I increasingly began to feel that all my prior projects desperately needed but change management was not something that was traditionally performed as a dedicated role in the line of work I was doing. It was up to the project manager to also manage all of the aspects of change and transformation.

When the pandemic hit, we all witnessed some shifts in the model for how we approached work. These developments were promising and I hoped that they would continue in the direction of a more human work experience.