Change Guru by Funverks

Farhad Karamally
www.funverks.com
CHANGEGURU
CHANGEGURU CHANGEGURU
Introduction
Here is an age old fact you cannot deny: All change begins
with an 'I'. If you agree with this read ahead and learn the
steps to move forward. If you disagree, allow your mind to
accept a new school of thought – still read on…
After doing numerous ‘change management' training

workshops, I realised that the concept of managing or
adapting to change is irrelevant. The mindset is more of
leading change, or change leadership as some of the more
conventional people may like to put it.
Unfortunately this too is a restrictive belief that change only

requires leadership. Personally it requires both
management and leadership and a person who appreciates
CHANGEGURU
and utilizes these differences is a Change Guru. You will
therefore find in this little pocket book two very diverse
thoughts and mindsets .
Go through it and reflect. See where you fit and what beliefs
represents your approach towards change. Then Change!
When you start decoding the hidden messages in this book,

you may call yourself a Change guru… till its' time to change
again…
Enjoy your journey of situation change and/or self change!
Farhad
1 2
© Farhad karamally. All Right Reserved
2008 © Farhad karamally. All Right Reserved
2008
Change Manager Change Leader
Adapts to change for survival Creates and leads change for

achievement
3 4
2008
Waits for change to happen Takes action in a desired direction

for change to happen
5 6
2008
Knows change can cause fear in Understands that people love to

some people change but it is the uncertainty that
creates resistance
7 8
2008
Blames other people for not Blames no one! It is all part of the
changing system & process
9 10
2008
Lives by the philosophy that 'fish Lives by the philosophy that

rots from the top' 'change begins with self.' Nothing
will change until 'I change'
11 12
2008
Goes through a combination of Only goes through positive and

positive and negative emotions supportive emotions while
before accepting change implementing the change
13 14
2008
Depends on consultants to drive Depends on team members to

the change process become change catalysts
15 16
2008
Models the role one is meant to be Role models the behaviors that will
playing assist in the change process
17 18
2008
Ensures change does not affect self Ensures change is goal focused
too much
19 20
2008
Change strategy is plagiarized or is Change stories are referred to but

the fad of the month strategy is created specifically for
its own cause
21 22
2008
Speaks of change since its in vogue Speaks of change because of the

rate at which technological
breakthroughs are taking place. It is
only common sense to change
23 24
2008
Manages change by reducing the Creates a high sense of urgency for

urgency and showing how self and others
streamlined the process is
25 26
2008
Motivated probably by facts and Inspired by a greater cause

figures
27 28
2008
Attempts to resolve and answer Is curious to discover more,

all ambiguities in change knowing very well that having
process complete information is not
practical
29 30
2008
Uses only logic Provides good weight-age to

intuition
31 32
2008
Is satisfied with improvements Is energized by breakthroughs
33 34
2008
Begins with systemic changes Commences by aligning mindsets
35 36
2008
Shows financial benefit of change Shares the vision of change
37 38
2008
Systems before people People before systems
39 40
2008
Misses the good old days Eagerly attempts to create the new
future
41 42
2008
Seeks pride and satisfaction on Seeks pride and contentment in

what has been done what will be done
43 44
2008
True change is physical True change is a fallacy. It is

primarily going from one level to
the other. It does not mean that
history is deleted completely
45 46
2008
Brainstorming helps Brain opening helps
47 48
2008
If it ain't broke, don't fix it If it ain't broke, fix it
49 50
2008
Focuses on Things Gone Wrong Focuses on Things Gone Right

(TGW) (TGR)
51 52
2008
Assumes change has a full stop Understands change is a

continuous process and there is no
full stop
53 54
2008
Change is about planning and Change is about strategy and

meetings purpose
55 56
2008
Utilizes planning tools & models Utilizes a strategic mindset
57 58
2008
Uses previous experiences as a Uses experiences as a lighthouse

torch
59 60
2008
Is too focused on the trees and isn't Able to identify trees from the
able to see the forest forest
61 62
2008
Change requires exterior power Change generates inner power
63 64
2008
To change, one needs to have To demonstrate courage, one

courage needs to change
65 66
2008
There is always an exit strategy There are only entrances and no

turning back
67 68
2008
Contingency goals to settle for the Only contingency plans moving

best possible forward
69 70
2008
Change is not in our hands Responding to change is in our

control
71 72
2008
Considers beliefs as truth Considers beliefs as creations of

perceptions and experiences and
that they need to be nurtured first
73 74
2008
Change is dependent on luck LUCK is defined as Labor Under

Correct Knowledge (Heard it in a
training program)
75 76
2008
Everyone must be thinking, Our thinking, behaviors and

behaving and reacting in a uniform reactions may be diverse but our
manner purpose for change is aligned
77 78
2008
Intent of others is questionable Intent of everyone is trusted
79 80
2008
Challenges the system Challenges status quo
81 82
2008
Coming out of the comfort zone is Understands we move from one

the biggest challenge comfort zone to another and it is
exciting looking for new comfort
zones, every time
83 84
2008
Focus is on customer service for Focus is on employee engagement

profit for purpose
85 86
2008
Identifies 'patented' talent (a Identifies 'latent' talent (a concept

concept that assesses talent of that assesses talent of others based
others based on past performance) on potential performance)
87 88
2008
Powerful bosses drive change Purposeful teams with common

principles, deliver change
89 90
2008
Cynical about change Critiques constructively
91 92
2008
Change will improve performance Change will help discover more

personal strengths and enhance
capacity
93 94
2008
Objective needs to be clear Objective must share the principles

that need to be respected
95 96
2008
At times become disrespectful May not appreciate resistant

towards people who do not change individuals but never demonstrate
disrespect
97 98
2008
Often assumes change will be good Is open enough to acknowledge

for everyone that change may not be positive for
everyone. However, there will be
overall improvement
99 100
2008
Needs change leaders to drive Needs change managers to deliver

change. We are all humans and changes. We are all humans and
often err. There are no rights and often err. There are no rights and
wrongs. There is a time for every wrongs. There is a time for every
behavior and there are different behavior and there are different
strokes for different folks strokes for different folks
101 102
2008
About me About the Author

Farhad F. Karamally
My reflections from Change Guru & what
do I need to redesign about myself?
Farhad is a business consultant and

Farhad Karamally
leadership is the CEO
development of Navitus.
facilitator. His
His unique
unique ability
ability to relate
to relate withwith people
people from
from diverse
diverse backgrounds
backgrounds andand occupations
occupations is
his core strength.
is his core strength.
Farhad
For overhas been instrumental
a decade, in helping
Farhad has been
organizations redesign their paradigms
instrumental in helping organizations
and be more successful in highly
redesign their paradigms and be more
demanding and challenging
successful in highly demanding and
environments.
challenging environments. His
innovative
His approach
innovative encourages
approach people
encourages
to not only accept change, but also to but
people to not only accept change,
also
exceltoinexcel
it. in it.
103 104
2008 © Farhad
2008karamally. All Right Reserved

Change Guru by Funverks

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Farhad Karamally

After doing numerous ‘change management' training

Unfortunately this too is a restrictive belief that change only

When you start decoding the hidden messages in this book,

Enjoy your journey of situation change and/or self change!

Change Manager Change Leader

Adapts to change for survival Creates and leads change for

Change Manager Change Leader

Waits for change to happen Takes action in a desired direction

Change Manager Change Leader

Knows change can cause fear in Understands that people love to

Change Manager Change Leader

Change Manager Change Leader

Lives by the philosophy that 'fish Lives by the philosophy that

Change Manager Change Leader

Goes through a combination of Only goes through positive and

Change Manager Change Leader

Depends on consultants to drive Depends on team members to

Change Manager Change Leader

Change Manager Change Leader

Change Manager Change Leader

Change strategy is plagiarized or is Change stories are referred to but

Change Manager Change Leader

Speaks of change since its in vogue Speaks of change because of the

Change Manager Change Leader

Manages change by reducing the Creates a high sense of urgency for

Change Manager Change Leader

Motivated probably by facts and Inspired by a greater cause

Change Manager Change Leader

Attempts to resolve and answer Is curious to discover more,

Change Manager Change Leader

Uses only logic Provides good weight-age to

Change Manager Change Leader

Is satisfied with improvements Is energized by breakthroughs

Change Manager Change Leader

Begins with systemic changes Commences by aligning mindsets

Change Manager Change Leader

Shows financial benefit of change Shares the vision of change

Change Manager Change Leader

Systems before people People before systems

Change Manager Change Leader

Change Manager Change Leader

Seeks pride and satisfaction on Seeks pride and contentment in

Change Manager Change Leader

True change is physical True change is a fallacy. It is

Change Manager Change Leader

Brainstorming helps Brain opening helps

Change Manager Change Leader

If it ain't broke, don't fix it If it ain't broke, fix it

Change Manager Change Leader

Focuses on Things Gone Wrong Focuses on Things Gone Right

Change Manager Change Leader

Assumes change has a full stop Understands change is a

Change Manager Change Leader

Change is about planning and Change is about strategy and

Change Manager Change Leader

Utilizes planning tools & models Utilizes a strategic mindset

Change Manager Change Leader

Uses previous experiences as a Uses experiences as a lighthouse

Change Manager Change Leader

Change Manager Change Leader

Change requires exterior power Change generates inner power

Change Manager Change Leader

To change, one needs to have To demonstrate courage, one