twitter2  fb2  in2

Leadership (10)

Rate this item
(1 Vote)
by Larry Pendergrass, Principal

Tenet #10: Be visible. Be involved.

“It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.” — Nelson Mandela

Nelson Mandela’s words are rephrased but echoed by many leaders, writers, thinkers and philosophers from Lao Tzu to George Patton. In times of ease, the leader leads from the rear, perhaps taking a little risk by pushing others forward, but enabling ownership, growth and development. In times of great danger, a leader leads from the front, clearing the path and showing, not just telling the way. Periods of great change are seen as periods of danger in a business organization. In your change management project, you must be out in front, fully visible and highly involved. It is not enough to stand and the rear and point the direction. Remember that you are charting a course into scary and uncertain territory for your organization. Many will fear for their jobs, or at least fear the way their tasks will need to be performed after the change. Having a leader that is as fully committed to the success or failure of the project as the change management team, one who has the same agenda and stands to lose or gain in the same way is essential to obtaining the necessary dedication from the team.

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #9: Recognize that some will not make the change.

“Life is a series of natural and spontaneous changes. Don't resist them; that only creates sorrow. Let reality be reality. Let things flow naturally forward in whatever way they like.”

-Lao Tzu

Not everyone can live the words of the Chinese philosopher Lao Tzu, allowing change to flow into their lives without resistance. As hard as Lao Tzu’s advice sounds to follow, your people must eventually accept the changes imposed upon them. Those who are not able to do so will become a drag on your forward movement as an organization. Your role in the process includes bringing as many people as possible forward into the new vision. But no matter how you have recognized and appreciated the past, how you have painted a compelling vision, how you counsel, who you enlist to carry the message to the masses, how consistent you are with that message, and how often you recognize progress; there will still be some people who will not come along for the ride. 

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #8: Expect, identify and validate the grief process.

Dr. Elisabeth Kübler-Ross is perhaps best known for the five stages of grief model. While originally formulated to help in counseling during the grief process for death and dying, this model is transferable to expected stages for any kind of emotional upset or personal change. Examples of these kinds of traumatic change are layoffs, forced relocation, personal injury, sudden financial hardship and relationship break-up. The grief cycle can also be seen in lesser events such as reorganization or new reporting structures, changes in tools and processes, and new expectations due to offshoring or outsourcing.

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #7: Plan, recognize and celebrate short term wins.

Tenet #5 encouraged you to break your change project down into phases, but you should go further. You should assure that within the phases you have milestones to recognize, ways to encourage and reasons to celebrate. Your team needs to see progress, to know that their efforts above and beyond the normal day’s work are paying off, and the more frequently you are able to demonstrate and recognize this progress, the more effective you will be in encouraging your team to continue in the fight for change.

Perhaps an example will help. When I began working for a well-known company with a long history in innovation, there had been a period of very few new product releases and an overemphasis on specials for customers. While this company had been very successful in its own right over the years, it was clear that to reach its new growth goals, it needed to further improve by a focus on portfolio management and improving product development execution. There was much that we could do, but we choose to break the change program into phases that went something like this (with a few modifications to present a clearer picture):

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #6: Empower decision making consistent with the vision.

As Mother Teresa said, “I alone cannot change the world, but I can cast a stone across the waters to create many ripples.” All too often leaders set themselves up to be the only decision maker for their change management projects. For well-intentioned reasons, leaders take on the mantle of ultimate judge for ideas and tactical implementation details of all kinds in a project. In fact, our new world of Sarbanes-Oxley[1] accountability rules has made this situation worse, driving many leaders to pull back on delegation. The investment community and the law require a level of scrutiny and direct decision-making for accounting from our key leaders that have caused some to behave in a similar fashion nearly all decisions. The result in some firms has been that top management is now the bottleneck on many decisions.

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #5: Over-communicate. Be consistent. Make it simple.

No matter how many times you think you have given the same message during a significant organizational change, give it again, and again, and again! Remember that while the future is crystal clear in your mind and in the mind of your guiding coalition, most of the organization is entrenched in their current paradigm. Even if you have given the single most eloquent speech of your life, once, the impact on the average worker has a short “half-life of decay”. As they walk out of your turning-point meeting and go back to their day jobs, the message is fading away with every step. The tyranny of the urgent takes over. Most of the people in your organization are worried about fulfilling the daily expectations of the firm using current processes, tools, roles and responsibilities. They are living in the present day, being mindful of what they must do to complete existing customer or administrative needs. What is to come, the vapor-ware you offer, the future you are presenting will be believed when it impacts them. But sooner or later it will impact them. You need to prepare them for that time. Give your message over and over again.

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #4: Break it down into phases.

Your plans are grand. You can see the future and it’s bright for your organization. But it’s very different from what you see today. You know it will take a lot of work and dedication, but you are confident you can get there, and you are anxious to achieve these goals. You may even have significant pressure from your sponsors to reach new heights, and to reach them fast. You are charged up and motivated, and if you have done your job right, you also have a highly motivated and cognizant guiding coalition, as discussed in Tenet #3. Your people are behind you 100%. 

So why do they seem so worried? Why are they groaning at the thought of all of the hard work?

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Tenet #3: Create a guiding coalition.

Even the most capable of leaders seldom achieve significant goals alone. No matter how bright our ideas, those ideas fall flat without a group of people to help implement them. Leaders drive change through other people and, for many of the leaders reading this tenet, change is driven through other leaders. Along with the first two tenets (“Fully understand and respect the current situation first” and “Learn together why change is necessary”) leaders need to enlist the help of influential and respected people that will refine, guide and execute the plan. A leader banging the cadence drum alone, without the clear support and involvement of other key personnel from around the organization will lose impact, sounding detached from the reality of day-to-day business. A leader driving change must gather and charter a powerful guiding coalition. A properly selected group will add vitality and validity, and extend the reach of the leader into all corners of the organization. Depending on the size of your organization, this may or may not be the same group of people who have jointly diagnosed the issues with you.

Rate this item
(0 votes)
by Larry Pendergrass, Principal

Reference: Please see the Introduction and Tenet #1 here.

Tenet #2: Learn together why change is necessary.

If you are brought in to be a change agent in a new company or a new job within the same company, the chances are good that you are not well-known by the new people with whom you work. You have not yet earned their trust, but they will follow you because you have the position power. The CEO disease[1] starts right away, on day one, as you receive positive feedback from your teams even while they question your wisdom, your capability, and your right to be in your position. In this circumstance, going off into a dark room alone or with a single chosen confidant to analyze the organization’s problem and to come out with a set of stone tablets in proclamation of a new vision will not engender a strong followership. It is often a mistake to hide your decision-making process when it requires others to implement it. But in this case, it could spell the difference between success and failure in your change management process.

Rate this item
(1 Vote)
by Larry Pendergrass, Principal 

Introduction

Heraclitus, the Greek philosopher from the 4th century BCE was known for his doctrine of change. He taught that change was central to the universe. In “Lives of the Philosophers” by Diogenes Laertius, Heraclitus is quoted as saying “There is nothing permanent except change.” Change is not only a fact of business; it’s a fact of life. But it undervalues change to say that it is just a necessary evil, one to be tolerated as an obstacle, as a distraction from our intended path. Change is important to wake us up, to invigorate us, to give us a fresh purpose. With change comes new life and new opportunity.

As Winston Churchill said, “To improve is to change; to be perfect is to change often.”

People face change differently, and some changes are more welcome than others. Many people have set out their life and work plans, and they don’t include yielding control to someone else. Some people feel that the changes imposed on them take the control out of their hands. I remember a subordinate engineer from many years ago that proudly told me “I have always chosen my own boss, not the other way around.” And he was happy to announce “I have decided to let you manage me.” Even though it’s a fallacy, some people seem to need a feeling of complete control of the events around them.

Corporate Headquarters:

TechZecs, LLC
1730 Kearny Street,
Suite F-3
San Francisco,  California
94133 USA

Principal and Founder

Dr. Scott S. Elliott
Telephone: +1.415.830.5520
Email: scott.elliott@techzecs.com
           info@techzecs.com

Grab our contact information

qr-linkUsing your smart phones, open your QR Code reader and quickly scan this image to save our contact information automatically .