All effective leaders learn to master the C-suite competencies: setting strategic direction; communicating an inspiring mission; understanding financial data; planning and coordinating resources; and ensuring that processes, systems and people achieve results. But with rapidly changing demands, is it enough?
Considering that over sixty percent of all major corporate change initiatives fail, I think there’s room for improvement. Rather than focusing on managing change, we need to be leaders of change.
You see, managing change is not the same as leading change. Change management uses tools and processes to conduct projects. Leaders of change set a course, establish a culture and motivate people to follow.
A Compelling Vision
Every successful change initiative is launched with a compelling vision. The leader’s vision is founded on an assessment of the way things are, points out the things that need to change and paints a picture of the way things need to be.
Corporate change may involve new products, new markets or a new company image. It may pertain to expansion or downsizing. It may be as basic as upgrading policies, procedures or systems.
The leader’s vision answers the question why. It explains the need for change by helping people understand the risks of maintaining the status quo and the benefits of making changes. The staff needs to be drawn together in unity, to not only collectively accept the change, but play an active role in it.
Other managers are commissioned to promote the change and engage their people in the process. This involves extra group communication, where things are explained, people are heard and their concerns are acknowledged. A collective spirit of seeking solutions is critical.
The vision-setting stage is where a leader is especially focused on being credible and available to build as trusting an environment as possible.
What do you think? How do you set your course when leading change? I’d love to hear from you. You can call me at 561-582-6060, or, I can be reached here or on LinkedIn.
