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Items filtered by date: May 2013
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.

Published in Leadership
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. 

Published in Leadership
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.

Published in Leadership

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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
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