Change Leaders
Introduction
You have experienced varying degrees of success or failure with organisational change management, ie
"...history of organisational change is littered with examples of projects and initiatives that didn't go to plan. Never finished. Descoped. Poorly implemented or partially implanted, etc......there may be a lack of vision and strategic alignment, insufficient employee involvement and engagement, poor communication, inadequate resources, and forward planning; all elements that can lead to a lack of progress, employee resistance and change stagnation..."
Michelle Gibbings, 2023d
Research is indicating that the key to change is leadership:
"...- McKinsey's research found that organisations with effective change management programs, which include a specific focus on leadership, are 1.7 times more likely to outperform their industry peers regarding financial performance
- Prosci's best practices in change management research consistently shows that active and visible executive sponsorship is a top contributor to successful change initiatives
- Tower Watson's research reveals that companies with highly effective communication practices are 3.5 times more likely to outperform the industry peers..."
Michelle Gibbings, 2023d
Important leadership habits are situational-driven, ie circumstances dictating the best approach and leadership is contextual.
(for more details, see elsewhere in the Knowledge Base)
Six essential qualities of leadership (6Ds)
i) discovery focused (curious;
"...they know they must embody the change they seek to inspire and lead by example, demonstrating the behaviours and attitudes expected from the team members. They remain open to new ideas, take calculated risks, encourage experimentation and know they set the standard, and thier actions create ripple effects...... foster a growth mindset within themselves and their teams, encouraging a willingness to embrace new ideas, challenge the status quo, and view setbacks as learning experiences rather than failures..."
Michelle Gibbings, 2023d)
ii) deliberate (they know what to do, when to do it, and how to allocate resources (including energy, time); they are good at prioritising:
"...skilled change leaders know they can be pushed and pulled in many directions and are adept at managing the flow of ideas, insights and information..."
Michelle Gibbings, 2023d
iii) discipline (continually monitor and evaluate progress, and make necessary adjustments, ie flexible; track metrics, measure outcomes, use feedback, etc to improve performance; have multiple sources to gain a range of perspectives to help them make better decisions.)
iv) decisive (know how to delegate, debate, direct and decide, ie know how to seek input and make decisions; encourage buy-in/ownership from employees at the start of the project, ie
"...empowering them to contribute their ideas and perspectives..."
Michelle Gibbings, 2023d
v) determined ("...change leaders debate and address resistance and obstacles proactively. They listen to employee concerns, support, and address misconceptions or fears. They also accept that change can be complex and is never a straight line. There are ups and downs with a few detours along the way..."
Michelle Gibbings, 2023d
They are resilient, ie persist despite setbacks, and learn from their mistakes.
"...they know how to inspire confidence in their teams, to take calculated risks, try things, improve and progress..."
Michelle Gibbings, 2023d)
vi) dedicated (balance organisational, team and personal needs; trust is essential during change; build trust
"...by being transparent, actively listening to employee concerns, and addressing them appropriately..."
Michelle Gibbings, 2023d
Understanding employees' needs and involving them at the start of the project, ie
"..seeking their input, ideas and feedback. By empowering the team members to take ownership and contribute to the change initiative, leaders tap into their collective intelligence and foster a sense of ownership and commitment..."
Michelle Gibbings, 2023d