Leading change in any organization is a difficult task. In many cultures the status quo is so entrenched that shifting mindsets and behaviors can be daunting. Clearly establishing the why is a natural starting point and can help to propel the change effort at hand. The how and finally the what should then follow this. Even when leaders tackle issues and problems using this recipe, other challenges and obstacles frequently rear their ugly head. The research that Tom Murray and I share in Learning Transformed can help guide anyone, regardless of his or her position, to move change efforts forward that sustain over time no matter what issue might arise. The best LEADERS:
In many cases, buy-in is a common strategy used to implement and sustain change. Looking for buy-in might serve as a temporary fix, but sustainable change is driven by embracement. People need to understand the inherent value that comes with them being asked to change their practice or thinking. When it comes to change, most people are naturally against it as our brains are wired to keep us safe. The only group of people who really love change all the time are wet babies (the power of a dry diaper has a magical effect). Our practices and actions must make it more palatable and doable. Modeling, providing support, listening, and alignment to research are sound strategies that many leaders consistently utilize. Sustaining any effort relies on substance in the form of evidence of improved outcomes and efficacy.
With the many challenges that leaders face when it comes to change, what overreaching strategies can be utilized to make leading it successful? The answer lies in authenticity. Mark Bilton recently penned a piece on this topic. In his article he states the following:
Authentic leaders embrace digital to lead successful change efforts. He goes on to state:
Digital leadership is authentic in nature. It is about leveraging digital tools and spaces to develop relationships, promote transparency, showcase success, openly reflect, and share powerful stories. By communicating the why, how, and what, leaders can be proactive in creating a narrative rich in evidence, connected to research, and clearly showing efficacy. Authentic leaders understand the power of engaging face-to-face, but are also constantly working to create a new playing field by thinking forward. That’s where the digital piece comes into play.
Mark Bilton goes on in his article to describe the five pillars of authentic leadership: collaboration, vision, empathy, groundedness, and ethics. Each is a defining characteristic that embodies great leadership. In a digital world it is difficult to be authentic if you are not leveraging digital strategies to become better at what you do. Leaders can now collaborate locally and globally without the constraints of time and space. A vision for change, as well as the actions that follow, can be shared across various channels to build greater embracement. By engaging in digital spaces, leaders can develop a greater sense of empathy by listening to the concerns and challenges of others and then offering support. Digital spaces can provide a needed break from the daily ups and downs of the job while also providing a platform to reflect. Finally, ethical behavior can be put on display highlighting appropriate and professional use. This type of modeling can go a long way to empowering others to not just change, but to become digital leaders themselves.
Be true to yourself and others. When you fail (and you will), showcasing your vulnerable side will only help to strengthen the bonds with those you work with. Being human is more important that being right all the time. You will never have all the answers or solutions needed to move large change efforts forward. Look to others to find answers to questions and help you achieve your change goals. Continue to improve in ways that push you outside your comfort zone. With authenticity on your side finding success will be much easier.
- Learn
- Empower
- Adapt
- Delegate
- Engage (face-to-face and digitally)
- Reflect
- Serve
In many cases, buy-in is a common strategy used to implement and sustain change. Looking for buy-in might serve as a temporary fix, but sustainable change is driven by embracement. People need to understand the inherent value that comes with them being asked to change their practice or thinking. When it comes to change, most people are naturally against it as our brains are wired to keep us safe. The only group of people who really love change all the time are wet babies (the power of a dry diaper has a magical effect). Our practices and actions must make it more palatable and doable. Modeling, providing support, listening, and alignment to research are sound strategies that many leaders consistently utilize. Sustaining any effort relies on substance in the form of evidence of improved outcomes and efficacy.
With the many challenges that leaders face when it comes to change, what overreaching strategies can be utilized to make leading it successful? The answer lies in authenticity. Mark Bilton recently penned a piece on this topic. In his article he states the following:
"The fast-paced, dynamic world of rapid change that used to be confined to distressed organizations is now everyone’s world. We are in a marketplace changing at digital speed. With so much disruption, new generations and a hyper-connected world where information is a commodity, the leadership paradigm has to shift. The industrial revolution model of command and control leadership is no longer effective."
Authentic leaders embrace digital to lead successful change efforts. He goes on to state:
"To enable an organization to thrive today, leaders have to embrace an authentic leadership style. It promotes an engaged, flexible and innovative environment, one able to match the pace of change we now face."
Digital leadership is authentic in nature. It is about leveraging digital tools and spaces to develop relationships, promote transparency, showcase success, openly reflect, and share powerful stories. By communicating the why, how, and what, leaders can be proactive in creating a narrative rich in evidence, connected to research, and clearly showing efficacy. Authentic leaders understand the power of engaging face-to-face, but are also constantly working to create a new playing field by thinking forward. That’s where the digital piece comes into play.
Mark Bilton goes on in his article to describe the five pillars of authentic leadership: collaboration, vision, empathy, groundedness, and ethics. Each is a defining characteristic that embodies great leadership. In a digital world it is difficult to be authentic if you are not leveraging digital strategies to become better at what you do. Leaders can now collaborate locally and globally without the constraints of time and space. A vision for change, as well as the actions that follow, can be shared across various channels to build greater embracement. By engaging in digital spaces, leaders can develop a greater sense of empathy by listening to the concerns and challenges of others and then offering support. Digital spaces can provide a needed break from the daily ups and downs of the job while also providing a platform to reflect. Finally, ethical behavior can be put on display highlighting appropriate and professional use. This type of modeling can go a long way to empowering others to not just change, but to become digital leaders themselves.
Be true to yourself and others. When you fail (and you will), showcasing your vulnerable side will only help to strengthen the bonds with those you work with. Being human is more important that being right all the time. You will never have all the answers or solutions needed to move large change efforts forward. Look to others to find answers to questions and help you achieve your change goals. Continue to improve in ways that push you outside your comfort zone. With authenticity on your side finding success will be much easier.
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