Managing through change can be a real crucible test for leaders today. To be sure, intense, unplanned, and traumatic events have the power to transform leadership abilities. But great leaders can prevent fueling fires, pivot with purpose, and lead others to positive, meaningful change.
The basis of change management begins with an open-mindset. I wrote about this here. Great leaders manage meaningful change by managing conversations, fear, and taking action. Their vision, ideas, and changes take flight by answering the question, why.
You see, why taps in to our subconscious thoughts, the part of the brain most responsible for decision-making. It is heavily influenced by feelings and drives for survival. This part of the brain stimulates the thought, “What’s in it for me?” (WIIFM) and begins the analysis of trust-worthiness.
When the request to pivot addresses why and is linked to a higher purpose, listeners can sift (filter on value), sort (decide to align), and take flight (ignite with passion and purpose).
While well-designed changes are required for businesses to pivot, they won’t inspire engagement unless they tap into values and purpose—into the hearts of those they wish to engage. To be sure, basic needs, like safety, must be fulfilled, but maintaining motivation and engagement requires something in which to believe. It provides context for all our efforts and sacrifices, and sustains our energy for the tasks at hand.
Pivot with Purpose: What Truly Matters
Leaders who manage meaningful change ensure the proposed changes are in alignment with what truly matters:
- Why we are in business
- The difference we make in the world
- Our most important purpose
When this topic comes up with my clients, we discuss the importance to understand, and be able to articulate:
- Why is this change important to your organization?
- How is this change important to the people you serve?
- Why is this change important to all of the employees?
- What is its functional benefit to customers, clients, vendors, and all stake-holders?
- What is the emotional benefit to them?
- What is the ultimate value to your customer?
- Why is this important to you?
If you don’t know and cannot communicate why you want specific changes, how can you expect employees to engage in changes?
I like what Rosabeth Moss Kanter, professor of business at Harvard Business School and director and chair of the Harvard University Advanced Leadership Initiative recently wrote in the Harvard Business Review:
“Persist, pivot, and persevere, and there’s hope for finding another successful path.”
Rosabeth Moss Kanter
What do you think? How do you pivot with purpose? I’d love to hear from you. I can be reached here, on LinkedIn, or give me a call: 561-582-6060.
