Heeding a Wake-Up Call Do you need to change?
Have you recently received a wake-up call and done nothing about it?
It could be a personal health problem, or a challenge related to your business. High blood pressure or threats from the competition, heart attack or equipment failure, these are all signals for the need to change. All too often, our attachment to old ways that brought success, coupled with our fear of the unknown, cause us to deny, explain away, or overlook these wake-up calls. Consequently the wake-up calls get louder, more painful, and more costly.
Finally, when the true “aha moment” happens, and you listen to your wake-up call, you’ll begin to see things differently. This is called a mind-set shift. The shift enables new thinking and options to emerge, responding to what’s happening around you.
The shift in mind-sets can happen, and often does, at all levels of the organization. However, until the leaders get it, significant results will be limited. This is because the executive suite controls where the company invests its resources.
You can determine whether your change is transformational by answering three basic questions:
1. Does your change require you to change your strategies, structure, products, services or technology, to meet client requirements in your marketplace?
2. Does your organization need to begin the change process before the destination is fully known and defined?
3. Is the scope of the change large enough that the organization’s culture, people’s mind-sets and behaviours are required to change to implement the changes successfully?
If you answered yes to any two of the above reasons, you are likely going through transformation.
“Most companies are still dominated by numbers, information, and analysis. That makes it harder to tap into intuition, feelings, and non-linear thinking – the skills that leaders will need to succeed in the future.” Mort Meyerson, Chairman, Perot Systems
When the wake-up call happens, the leader’s shift in mind-set will help them change how they think, behave and lead. They realize they must create something new and approach the situation in an entirely new way. They also begin to accept the old ways won’t work for their new challenges and they must also change personally.
FEAR and UNCERTAINTY
The transformation journey is a difficult one because it is full of uncertainty. Leaders quite often haven’t been on this road before. It can feel scary and uncomfortable. Working with a consultant who has been on this journey is a great assistance and highly recommended.
When leaders don’t have all the answers, it causes resistance to go up, and commitment and performance levels to go down. This is when leadership and engagement communication is needed most.
Tips for leading Transformational Change
How do you manage such an unpredictable process? You don’t.
At best you FACILITATE it.
Facilitative leadership communication skills enable you to create a culture of participation.
1. Begin by giving up an expectation of controlling the change process;
2. Next, actively pursue information and feedback to help you discover what you need to alter;
3. Enable people to learn from the feedback you gather, and turn the learning into appropriate course correction.
Facilitative Leadership Communication skills are an essential management capability to support transformational change.
Formulating strategies and methods to transform mind-sets and culture are critical aspects of change leadership. This is the expertise of the Culture Leadership Group.
Change strategies to engage your key stakeholders during transformation:
1. Stakeholder engagement early in the change process to understand the marketplace change they desire from you;
2. Leadership development, self-development, and personal growth training;
3. Listening sessions that model openness and authenticity;
4. Healing the past;
5. Communication strategies and plans that promote 2-way dialogue;
6. Team development that promotes open discussions;
7. Interpersonal communications skills including self-disclosure, truth telling, and active listening;
8. Conflict resolution and cross-functional relationship building;
9. Turning resistance into commitment by helping people resolve core human needs.
You might think that executives resist this type of work, but to the contrary. It opens doors they have always wanted to open, but just did not know how. And the outcome is often life changing and career shaping. In our experience, the degree of success is in direct proportion to the amount leaders embrace their own personal change.
Much love from Singapore.
Develop Self-Mastery and Mindfulness, July 19 – 23
Leading Change and Building a Conscious Workplace Culture
Where: Toronto, Canada, When: September 26-27
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With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.