The word “transformation” has become ubiquitous. Change management is no longer a new concept for leaders trying to stand out against competitors and position their organizations for the future.
As a result, the way organizations view change management has evolved. Across industries, organizations have moved from an outsourcing model to recognizing the importance of investing in this discipline internally to effectively support employees through change. However, this centralized programmatic management of change only supports an organization for as long as the spotlight is pointed on a specific change effort.
The Problem: Today’s Pace Of Change
In 2001, Ray Kurzweil, a widely respected futurist, stated that “we won’t experience 100 years of progress in the 21st century — it will be more like 20,000 years of progress (at today’s rate).”
We all feel it, it’s all around us: technology, globalization, disruptive innovation after disruptive innovation, the gig economy and rapidly changing workforce expectations, to only name a few examples. Consumers and employees alike expect a different experience. Organizational leaders analyze, prioritize and roll out initiatives to address these issues, but it’s not enough to solely rely on centralized programmed change management efforts to “manage” people’s experience through a change.
The Solution: Cultivate Change Leadership Skills At Every Level
There is power in every person leading from right where they are. Organizations are only able to change one person at a time anyway. Leaders consistently fail to shine a spotlight on each individual in an organization, including themselves, to highlight the critical role each person plays in creating their own experience.
We need to shift the dynamic of expectation; to shine a spotlight on each person, inviting them to discover their inner leader voice and contribute to making change happen from right where they stand.
The competencies required to be a successful leader are evolving, too. If you want to be successful in this rapid change economy, you must exercise and strengthen your competencies in these areas:
As an individual -- take responsibility and lead yourself.
• Resiliency: You actually have a choice in how you respond to change. Choose to see yourself as part of the future state, then see how this perspective impacts your experience through this change and ability to bounce back more quickly when new things come your way.
• Resourcefulness: We often expect others to deliver everything we need just the way we want. Step up and take action for yourself. Ask questions, use the provided resources, acquire knowledge and skills, and find a way to contribute to a positive experience and successful outcome.
As a manager -- support your employees as they navigate through a change environment.
• Adaptability: Everyone interprets what is happening through a lens tinted by all of their past experiences and their personality type. Notice the response of your employees and how that evolves over time, adapting how you support each person.
• Coaching: Start by learning the skill of being curious; observe and ask questions with the intent to truly understand. From this foundation, help your employees to choose their perspective, be resourceful and take action. Coaching is not about telling them what to do, but rather to invite them into a place of personal leadership, choice and action.
As a leader -- clearly paint a picture of the future that people can see themselves within.
• Vision: People need a purpose to believe in or they will work somewhere where they can. Take the time to craft the story of your vision, then share it -- over and over again. While it is well-formed in your thinking, it is brand new for others; never assume that they know it.
• Storytelling: Through stories, people more clearly understand your vision and can begin to see themselves within that picture. This is the point at which you shift from capturing their minds to also capturing hearts. This is the new age of communication: the leader as master storyteller.
Finally, be careful never to bypass the fact that you are first an individual and your natural reactions will be seen, felt and modeled by all who see you.
If you want to lead and thrive in today’s rapid-change economy, develop these leadership skills in yourself and at all levels of the organization. Be a participant in and model leading through your own change experiences, encourage and empower others to do the same, and be steadfast in communicating a vision that others can get behind.
