Leadership Series

Leading an Organization to Change - Part II

Only a tyrant makes change happen without a team effort. And even a tyrant, to remain in power, needs followers.

Last month we highlighted three of the six key elements of leading change at your organization--those leading up to initiating change:

1) Gain a frank assessment of where you are now.
2) Create a clear vision of what the future looks like.
3) Communicate that vision in a clear and concise manner. (See the February 11, 2003 Issue)

Now, how do you lead your organization to ... and through ... change?

Positive change happens when a leader can:

4) Get the commitment of key members of the organization.
5) Develop a plan (based on the gap between the vision and today) to bring about the desired change.
6) Support and reinforce those who accomplish change.

"Nothing endures but change." -- Heraclides, 540-480 B.C. from Diogenes Laertius, Lives of Eminent Philosophers

A successful leader guides an organization in ways to grow, succeed, improve, develop and be profitable. Sometimes this role can only be accomplished leading the organization through major changes.

Unless you want to be viewed by your organization as a tyrant who pushes through change without regard for the human consequences, you need to "sell it."

[4] Get the commitment of key members of the organization.

Gaining commitment is critical, but how do you build the case for change? How do you demonstrate change can be good, beneficial ... and possibly even necessary for the success, or even survival, of the organization?

One way is with a story built around a "live" event that clearly shows how this particular change will improve the organization. The book The Springboard ... How Storytelling Ignites Action in Knowledge-Era Organizations, by Stephen Denning, shares how the processes of The World Bank were greatly altered by the power of stories (http://www.stevedenning.com).

Stories were used to explain upcoming changes, and then to gain support from people throughout the organization. Change happened at the World Bank when the telling of stories let people "see" the positive outcomes of change.

When you have gained commitment, how do you bring about the desired change? Change is more likely to happen when all members of the leadership team pull together.

[5] Develop a plan to bring about the desired change.

Change happens. Having a plan for change is mandatory.

Formulating a plan together helps build commitment for change. The plan becomes the communications tool so everyone understands. With a plan, your people begin to know and learn their alternatives and new responsibilities. They "see" new methods, approaches and relationships. They start to understand the place everyone has in making this change happen.

The plan clarifies the organization's vision. It says in writing what is expected, by whom, and when. It defines tasks and assigns each a timetable, people and budget. Having a plan for achieving your new direction helps everyone stay the course.

Still, even with a sound plan, flexibility is key. The leader needs to be open to hearing, listening and learning from others within the organization, both up and down the ladder. An idea, a thought, a recommendation, a "story" from another may have a profound impact on the change that is happening.

[6] Support and reinforce those who accomplish change.

Get on board with the leaders of change. Once the decision for change is made, a strong backbone of support is needed. This includes physical resources as well as authoritative reinforcement.

Top organizational leaders must stand beside the leaders assigned to making change happen. When change leaders are isolated in "left field," alone and on their own, change will not happen. A total team effort is necessary.

Embracing change, planning and managing change becomes a primary role of an organizational leader. Certainly now ... and in the future.

Learn more about Leader-Led Leadership Development® by clicking here.

You can read Part I of the Change Series by clicking here: