Most organization transformation originates from executives, but executives cannot make transformation happen alone. Without the help of managers, employees and support staff, these big change initiatives tend to have very little success when initiated into the real world. Leaders must rely on their entire organization to help. Change has the greatest chance of success when it is “co-created,” and a typical “command and control” style of leadership is usually ineffective. Executives must learn how to design change initiatives so that they engage the commitment of other leaders and the workforce.
“A well-designed organization ensures that the form of the organization matches its purpose or strategy, meets the challenges posed by business realities and significantly increases the likelihood that the collective efforts of people will be successful.” —Dr. Roger K. Allen
Company culture. Despite what trendy start-ups may boast, it’s not just about cool offices, the ping pong table in the break room, or the kombucha on tap. And it’s not simply installing “casual Friday,” either. Understanding company culture—and ultimately, being able to implement culture change—means getting in touch with and shifting the organization’s interior, its long held beliefs, values, and ways of being. It requires navigating the energetic and emotional stuff below the “stuff,” because only then can any changes to the “stuff” actually be sustained.
Most of us strive to be leaders, but we’re all just normal human beings, first and foremost. We all have an ego that is conditioned to respond to situations as we do. These are our habits, tendencies, and default ways of being, working and relating. We also all have a higher Self, or Being, that allows us to observe our ego’s in action and make change when we are consciously aware.
Greetings to you,It’s great to re-connect after a long “radio silence.” These past couple years have been jam packed. We’ve been running at full capacity with client work, and have had little opportunity to reach out and connect. But that is changing. Here’s a quick update about what we’re up to, and how you might benefit.
For years, we have been tracking the Common Mistakes being made by leaders in how they lead change, especially transformational change. In each of our clients, we do a simple audit of these Common Mistakes to help them see which mistakes they are either making, or are prone to make as they proceed. The most common mistake we currently see in clients is not managing capacity for change.
I hear change management specialists saying all the time things like, “It all comes down to people. If our leaders would just focus on people, then our transformational change efforts would all succeed.”
I know that many professionals believe those words.
For me, they give me heartburn.
If you are asked to step onto the speeding train of a major change initiative that is at risk of derailing, how do you get it back on track and help the project team understand how it got to this point, and how to make it better?
This is tough at best, especially when those currently on the train, or worse, running the train, are afraid of looking bad, are overwhelmed, and are actually in need of major help.
You have likely heard the question, “How do you eat an elephant?” With the answer being, “One bite at a time.” Transformational change is often approached the same way…mistakenly.