In 1995, as I embarked on my doctoral studies in psychology, I encountered a world that was at once unexpected, intriguing, and exciting—a world deeply invested in understanding human reactions to change, especially within organizational settings. I soon realized that organizations are fundamentally composed of people. Thus, to truly understand organizational behavior and its responses to external stimuli, it’s vital to understand the very people that constitute it. My grounding in psychology has offered me insights into the interplay between individual (micro) behaviors and overarching organizational (macro) dynamics.
Throughout my research, I discovered an array of astonishing differences in how individuals respond to change, particularly when encouraged to change chairs. In Hebrew, the phrase “changing chairs” transcends its literal meaning; it signifies stepping out of one’s comfort zone, ascending to new roles, embracing fresh challenges, and adapting to new facets of the organization. It became evident that one of the foremost challenges for a CEO today is to facilitate significant change, especially in our rapidly evolving global landscape.
My aim with this book is to equip the readers with both theoretical frameworks and pragmatic tools I’ve had the privilege to amass over my career. To underscore the philosophy behind these tools, the book includes around 100 stories and case studies from the field, and close to 50 diagrams which illustrate the managerial principles in question. I also draw on 13 animal metaphors that epitomize managerial principles central to the dynamics of organizational change. I’ve found this metaphorical approach particularly effective in enhancing the understanding and perceptiveness of CEOs, directors, and academic scholars alike.
Originally published in Hebrew, Move or Disappear has become a national bestseller in Israel, with over 4,500 copies sold to executives, scholars, and change-makers. Based on feedback from many readers, I’ve come to realize that the four leadership metaphors, as well as the others, resonate deeply and serve as powerful tools for managers. Dov Moran, Inventor of the USB flash memory disk on key wrote to me: "I discovered a most interesting book, full of real insights and fascinating stories. A great book even for those who are sure that they don't need organizational change".
In this excerpt, drawn from the fourth section of my book, I explore four animal metaphors that illuminate the essential role of CEOs in navigating organizational change, which establishes a link between four animals that highlight the importance of the CEO’s leadership in managing organizational change. A crucial message I wish to convey here is that orchestrating organizational change requires exceptional managerial courage. To make sound, courageous decisions—which may not always be popular—managers of organizational change must possess several essential traits and capabilities.
The suricate (meerkat) teaches leaders how to prioritize their time during periods of organizational change and to differentiate between their involvement in tactical moves versus their commitment to strategic issues. To effectively manage organizational change, managers must navigate the vertical space of the organization, transitioning between overseeing the big picture and addressing even the smallest troublesome details that may serve as warning signs. Observing matters from a higher vantage point enables managers to see the grand scheme of things and the components that constitute it. By recognizing when to descend closer to the lower levels, managers can identify and tackle little embers that have the potential to transform into major organizational fires. The Meerkat Principle helps managers navigate this process effectively.
The honey badger, nature’s most courageous creature, represents and prioritizes the managerial bravery required to lead organizational change. The Honey Badger Principle is simple: without courage, willpower, and the ability to confront and challenge adversity, change cannot happen. Managers need to have the courage to stand alone when negotiating change, even without support. Without the nerve to face resistance and occasionally swim against the tide, managers have little chance of successfully implementing change. Displaying courage does not mean being reckless and fighting fruitless battles. It is not always appropriate to initiate change, especially in certain situations and circumstances. Even acts of courage must have a clear threshold, where introducing change would be outright wrong in some cases.
The black widow embodies the CEO’s fundamental capacity to make systemic decisions rather than personal ones. One of the challenges managers face during organizational change is the emotional difficulty of parting ways with people they value, even when their behavior hinders progress and they resist change. Sometimes, managers try their best to retain these individuals in order to avoid conflict and the emotional strain of a split. At this point, I generally encourage managers to prioritize the future of the organization over individual relationships, despite the complexity and difficulty of this dilemma. Most of the managers I meet in the field lack this capability.
The lion metaphor emphasizes the difference between what managers perceive and understand and what their subordinates do. One of the greatest challenges managers face is how to help their subordinates grasp the bigger picture and comprehend the purpose behind their own roles. Empowering those who are lower down in the organizational hierarchy to see what the managers see from the top is crucial. "This broader understanding enables each individual within the organization to understand their own contribution to advancing the organization’s goals. The CEO, positioned at the top of the organizational pyramid, views the organization from a higher vantage point and sees the entire scope of the situation. In many cases I've observed in the field, efforts to recruit employees to support organizational change fail due to differing perspectives and difficulty understanding the change message—much like a parent who tries to prevent their child from making mistakes, but fails because the child lacks experience, sees a different picture, and must ultimately learn the lesson on their own.
Move or Disappear is more than a management guide — it's a wake-up call for leaders, facing a volatile future.
The writer is director of the MBA Specialization in Strategy, Entrepreneurship, and Innovation program at Ono Academic College, and CEO of Dingo Strategy Consulting.
The book is available on Amazon in both digital and print formats, as well as in BookPod in print format.