Change is uncomfortable. Change is hard. When you make a change, you run the risk of failure. Some people are comfortable with change-a few even seek it out-but most of us resist it. And that undoubtedly applies to most of your employees, too. How many times have you heard "But we've always done it this way!" either spoken aloud or implied in an employee's resistance to suggested change? As your company's leader, it's your job to continually challenge the status quo-something we talked about back in chapter 1. In contrast, most managers feel that their job is to maintain the status quo, to make sure things are done according to plan. As the high priests of processes and procedures, managers do not generally embrace innovation with wild abandon. In fact, you might find more resistance to change in your managers than you do in employees who are lower down the hierarchy. After all, they have less to lose! It's often easier to make changes from the bottom up. Be conscious of this natural resistance. Remind your people that the pain of change is less than the pain of staying the same. After all, what is more painful than extinction?