The underlying intent of employee development is to create desired change from within, so that the company can succeed in making its changes stick. Providing feedback is essential to quality employee development. So, how can you deliver training feedback—whether positive or negative—in a way that promotes effective change? How do you deliver it in a way that employees will receive it well and ensure that it makes a lasting difference to them and the organization?
"It's my personal approach that creates the climate. It's my daily mood that makes the weather." -Haim Ginott
You're an executive, and you’ve come up with brilliant ideas to transform your organization into a better, more successful company. Now, all you have to do is enact these major changes and your organization will be better for it. But wait - who will lead this change? Unclear change leadership can lead to confusion in roles, governing structure, decision-making, resourcing, timeline, prioritization, and conflicts with daily operations.
Our brains are hardwired to resist change. When change (especially organizational change) is mentioned or introduced, it often triggers a fear response, which is why most of us are so darn resistant to our familiar world deviating from what we know, even by the smallest degree.
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.
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.
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.