The only person that I can change is ME! And try as they may, others cannot make me change if I don’t make that decision myself.
For leaders, this is a critical thing to understand because in their capacity ,they are responsible for guiding others through a rapidly changing world.
I believe effective management of change begins with an authentic and compelling vision and clear values for whatever the organization/endeavor. Values & vision are part of the recruitment/hiring process where staff is on board with the direction and purpose of the company from the beginning.
Vision and values are part of performance discussions, are integral components of meetings , drive the budget vs numbers and metrics driving vision/values/purpose.
People are more apt to be on board with change if they are connected to the values and the vision. If there is a big disconnect(ie they are there for the money for instance), resistance to change will be elevated.
I have an anecdote that I speak to, to help leaders with change; “Change, & Kindegarten”…Go to youtube/liftoffleadership and you will find it.
Change isn’t going away; the more leaders accept it and learn to deal effectively and proactively with it, the more effective and vital our organizations will be!
Archive for the ‘Change’ Category
Change & Kindegarten
Tuesday, August 24th, 2010In RESPONSE TO HBR NON CONSCIOUS LEADERS BY Tony Schwartz 6/01/10
Tuesday, June 1st, 2010LIFTOFF Leadership Responds:
Thanks for bringing up the subject of the “Non consciousness” in leadership. I like to refer to your use of the term as EMOTIONAL BAGGAGE.
We all have it; it’s just the degree to which our behavior and conduct is adversely affected by it.
In a perfect world leaders would have the enlightenment of Buddha and the humility born of the hardships and injustices endured by Nelson Mandela. Unfortunately most western leaders don’t get the opportunity to be wrongfully imprisoned for 27 years nor do many decide to cast off their inherited legacies of wealth and comfort for a lifelong pursuit of meaning.
It might be kind of ok to have wasted time and energy in the ranks as employees grabble with the complexities and dysfunctions of other staff members.
The same should not be so for leaders. Their influence is too great.
A leader’s emotional baggage can inflict much harm and is evident in the meltdowns of many a financial/business/religious and political leader recently…pick your scandal. Behind the dysfunction is a root cause that could be dealt with some analysis and time devoted to understanding oneself and doing the work and spending the time to correct resultant damaging behaviors. But leaders are not encouraged to do that.
Thousands of years ago the Delphi Oracle told us succinctly what was fundamental to progress, “Know thyself”. It is as pertinent today as it was then yet still we don’t take the time to do it.
Our business culture has largely modeled itself after the military so stoicism, stiff upper lip, hide your weaknesses has been the message to leaders for decades.
Perhaps it is time to start providing emotional training in MBA programs and push Self Leadership as a fundamental class for any Leadership Development Program. Send out the message to leaders that not only is it ok to get help with emotional issues but it is imperative that they identify their weaknesses and be willing to change and grow into an ever better person(on an on-going basis) .
A very wise friend of mine once said; “I looked at my life and noted where I hurt others and vowed to change the behaviors behind the damaging actions and/or words”…good advice for all of us.
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