Change will happen in your business, even if you do nothing.
Don’t laugh—this is as common as it is negligent.
If this is your preference, you will have to
want the change you get.
But let me assume that you are the sort of leader who actively initiates, leads and manages change.
In such cases you are most likely to
get the change you want.
If so, there are many ways that change can be engineering and delivered in your business.
In my experience they fall into 2 broad categories—up front change and sneaky change—and it will be initiated by a change agent.
Upfront change is driven by the authentic leader, who:
- Has a very clear set of values which he articulates and models—followers will know what they are up for and, if they agree, will attach to the leader with trust. However, if these values are political or religious, the leader’s influence will be limited. To maximise appeal, to be inclusive, the values are secular and they will inspire.
- Can delay gratification. From a young age she will have learned that the really worthwhile things in life take time, effort and pain. She will not be deterred by difficulty and will shun the easy way out in the pursuit of something more enduring. She will reject the status quo if it stands in the way of the cause.
- Identifies the cause—when someone is suffering abuse or neglect, or when there is greatness to achieve. The leader will have a story and articulate what the cause is and what values will support it. Followers will trust the leader’s promotion of the cause and flock to it. Together they will work on righting the abuse, neglect or achievement.
- Establishes the reason for each change, within the cause. That is, the “compelling event” and then the vision for the future. The leader crafts and presents an inspirational message for all internal and external stakeholders. There must be no doubt about how necessary this change is. Inherent in this message will be the scale and pace of change required.
- Owns the change. It’s a leadership priority and as such is subject to modelling, explanation, promotion and advocacy. The authentic leader is ultimately responsible for the outcomes of change and can devise a strategy for the overhaul of all operating processes within a 5 year cycle, assigning each phase of the operating processes to a band of able lieutenants.
- Forms that band of able lieutenants. She has a capacity for winning and holding the utmost loyalty of a group of able lieutenants—otherwise known as the executive team—who will be fearless, proud, intelligent and capable of organising, implementing and running operations for the cause. These lieutenants will do whatever is asked of them in pursuit of success.
- Devolves change initiatives. As the momentum builds and successes are achieved, the genuine leader supports and acknowledges the people who are carrying out their allocated roles. He will give them the credit. If and when things go poorly, then he will look at his own behaviours, take responsibility and resist any temptation to blame others or drop the ball.
- Brings everyone together. She never tires of acknowledging everyone in the organisation, telling them what is going on and encouraging them to do better. There will be the individual low-key contacts on the shop floor and there will be the organised events to celebrate success and the people, the teams, the bigger group—everyone who has brought that success.
On the other hand, sneaky change is employed by someone holding a position but not acting as an authentic leader. The inauthentic leader will be a change avoider at heart but will feel compelled to be seen making some changes, if only to save their position. Such tactics are:
- Changing processes without telling anyone.
- Posting indignant, anonymous signs like: “Clean up after you.”
- Writing strong statements, without in-person conversations with the main players.
- Promoting compliant friends, who won’t challenge anything.
- Sidelining people who are smarter than them.
- Taking all the credit when things go right.
OK, given that you are the Change Agent…
…are you also the authentic leader?