The Marketing Strategist:
Leading Your Organization to Change
Let’s face it: we are living in constant change. Whether we want it or not, the digital revolution has changed everything. We’d best embrace it and be prepared to lead our organizations through it. But the leadership skills required during organizational change are vague and unfamiliar to many organizations. Do we really know what we are doing, or is it a process of trial and error?
In the ITSMA Viewpoint Wobbly Steadiness: Leading Your Organization to Change, Bev Burgess and Graham Clark discuss the skills and steps leaders need to take to successfully implement change.
The key is to be authentic. You don’t need to become a yogi to be more authentic (although yoga classes probably wouldn’t hurt!). Realize that people see through those who are trying to be invincible or pretend they have all the answers. People respond to leaders who are honest, communicate a realistic assessment of the risks, and provide a vision.
Moreover, change leadership should not be relegated to just a small group of executives. Successful change should be allowed to emerge and be co-created with everyone in the organization to gain buy in and acceptance. The challenge is to provide enough direction while enabling everyone to own the future. Share the direction you’re going in, and then ask for help in deciding how the change will work.
“Wobbly steadiness,” coined by Paul Houston, suggests that leaders have to provide enough certainty for those around them but must be flexible at the same time, prepared to change as necessary. Steadiness is provided by setting a boundary to make people feel safer. Ultimately, successful leadership will see through the desired changes and, best of all, avoid becoming another Dilbert joke.
Read the full Viewpoint, Wobbly Steadiness: Leading Your Organization to Change, to learn more.