We all deal with change in our own way. Some of us try to drive a wooden stake through it; others embrace it as a long-lost friend. Why the difference?

In our work, we find that some people look at change and search for the purpose behind it. If the new process, system or procedure makes sense and doesn’t create an undue disruption to their overall way of doing things, they move ahead. Others never meet a change they like regardless of the circumstances.

CEOs tell us that people resist change for several reasons: no clear purpose, complacency, fear of the unknown, loss of personal significance, fear of either failure or success, and, finally, some people just do not know how to change. These reasons affect how most of us deal with change.

Others thrive on change. They go out of our way to create it. Typically, these people have a “thrust” energy style — they wake up much more concerned about how much they can shake up or, better yet, how they can break the status quo before the sun sets.

So how do we reconcile these diverse approaches? Change requires leadership and management. Most effective leaders understand the need to speak the language of change, so they conduct an internal marketing campaign focusing on the vision behind the change. They enlist support, empathize and coach to build commitment to the new way. With their most resistant associates, they settle for compliance and fall back on command and control.

Organizations do not change; people change. One person at a time. In the most effective organizations, the leaders (who may or may not be a team, by the way) focus on what they want to have happen. They use the leadership techniques described above to build financial and human capital.

The tools for this endeavor are common and simple. They aren’t easy, though, so less effective people and organizations shy away from them. To properly align themselves for development of human and financial capital, we suggest leaders start with mission, vision and values. Einstein taught that energy equals mass times the speed of light squared (E=MC2). In human and organizational terms, success equals a definitive mission powered by a compelling vision and well-established values (S=MV2).

Mission and vision require implementation, and that is where strategic, operational and financial planning tools come together. Successful leaders establish clear expectations and give the authority, responsibility and accountability required to reach the goals.

Successful leaders also identify the characteristics of key players. Strengths-based assessment tools, such as ProScan, provide clear indications of how well people fit the cultural and performance expectations of the well-led organization. Research indicates that many organizations now place a heavier emphasis on behavior and attitude than on skills, knowledge and experience.

Finally, it comes down to disciplined execution. That requires meaningful metrics along with real-time feedback. People want to know how they are doing. It really is that simple.

If we give ourselves a lever and a place to stand, we can move the world.

Dan Schneider is a principal and co-founder of The CEO’s Edge in Clive.