Are you focused on acquiring more followers or inspiring other leaders?
As organizational structures continue to move from rigid hierarchies to open networks, the business world is experiencing a cultural shift from shareholder-value to stakeholder-contribution. This has a direct impact on how you, as a forward-looking leader, design your interaction with your key ‘constituencies’ (at work and beyond).
On Leading Change
In spite of all the publicity that the acronym V.U.C.A. (Volatility, Uncertainty, Complexity, Ambiguity) has received since the turn of the century, we haven’t really seen significant progress in how the new generation of leaders is groomed to excel in a V.U.C.A. environment.
Change management is a familiar term to many, but change management efforts fail all too often because they are designed to carry out mandates that come from the top. That’s really just the same thing as telling people to do what you want. The problem is that, while authority can compel action, it does little to inspire belief. It’s not enough to get people to do what you want, they also have to want what you want — or any change is bound to be short lived.
There is an increasing need for change leadership; and the difference is not about semantics. Becoming skilled at change management is often a matter of applying a set of tools, techniques and processes. Becoming skilled at change leadership is about setting a vision and developing the necessary competencies to achieve that vision.