A typical response when starting a change journey and engaging organisational leaders is, ‘It’s not us; it’s the employees below me that have the problem with change and improvement.’
We are all cosmopolitan. What we are born into is an accident of birth. Respect for difference, growth, and learning is who we are.
There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance.
Change Waits for No Leader.
The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR.
Change Leadership is action, not a position.
I once knew a person in a leadership position who promoted diversity, however, their policy excluded groups that were not aligned with their demeanour.
To the trolls, my work is about people, leadership and change. If the scribe reminds me of Churchill, dog and stone, then I have already wasted time.
If it is difficult to change the behaviour of people, so they are healthier and live longer, how difficult will it be to change employee workplace behaviour?
Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly.
From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?
It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation.
Change everything, go through life never judging, never criticising and when a friend asks you for help, you ask how!
Change resistance is inevitable, ignore it at your peril.
The micro facial expression of contempt when engaging leaders about preparing for their organisation’s change is often the norm, matched only by their leadership of change knowledge.
Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership.
Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change.
Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery.
Change Blindness is a condition where people cling to an old belief without considering the future or better options.
Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs.