Whatever the statistics, too many organizational change initiatives fail to deliver on their promise. While at times it is the solution that is flawed, more often it is the execution. There are two sets of key players accountable for successful execution: those of us who are change practitioners, and the leaders that we serve. And one way in which we should be serving our leadership is by making the case for change leadership development.
In The Critical Role of Leadership Development During Organizational Change, Forbes contributor Brent Gleeson provides several insights into why leadership development during change is so critical, and the benefits that such training can deliver. He identified the following as among the critical challenges that leaders face during major change.
- “Leadership alignment (or misalignment) on exactly how to execute our change mission
- “Clearly articulating the changes needed across the organization
- “Emotionally connecting the team to our renewed mission narrative
- “Underdeveloped middle managers (and some senior leaders!)
- “Managing fear, fatigue and conflict as unforeseen issues arise
- “Leading teams through various specific changes related to the larger transition
- “Maintaining trust and accountability
- “Handling all aspects related to maintaining (or improving) culture during the transformation”
I would add a few more.
- Leaders continuing the same leadership practices that have served them well during relative stability, despite the fact that major change calls for different, sometimes counter-intuitive behaviors
- “Type-A” behavior, including: jumping into action before the right pieces are in place; acting in an aggressive manner; failing to own mistakes and to learn from them; and believing that people should be able to successfully do whatever is required to execute the change while continuing to perform their jobs at the same level of productivity and quality
- Relying solely on the typical project management metrics of time and budget to track progress toward delivering on the promised benefits of the change
If the changes you are supporting show any of these risks, now is the time to speak up. It may mean a difficult conversation with the change team lead, or with the leader(s) you are supporting. But by “playing it safe” for your own career, you are putting the organizational change, the leader’s reputation and your own, and whatever it is intended to deliver at risk.
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About the Author: Brian Gorman
Brian Gorman is the Managing Editor of Change Management Review™. In this capacity he regularly curates articles of importance to our readership; contributes original writing; hosts podcasts; and works with guest authors.
For more than five decades Brian has been engaged in—and a student of—change at the personal, organizational, and societal levels. During this time, he has worked with both individuals and organizations (ranging from solo practitioners to Fortune 100 businesses), guiding them through a wide array of challenges. Decades of experience have given him a deep appreciation of the universal patterns that underlie successfully navigating even the most difficult changes.
In addition to his work as our Managing Editor, Brian is a transformation coach, supporting both individual and organizational change. Brian is committed to passing his “lessons learned” on to others, so that their change journeys can advance more smoothly. He is a frequent workshop facilitator and public speaker. Brian is the author of “The Hero and the Sherpa,” a chapter in the online Handbook of Personal and Organizational Transformation (Springer Publishing; Judi Neal, Editor). He also has an extensive library of blog posts, articles, and videos on the change journey, including “The Ten Most Important Lessons I Have Learned Over 50 Years of Engaging Change.”
Mr. Gorman’s formal education includes a BA in Cultural Anthropology from Syracuse University, an MA in Higher Education Administration from the University of Texas, San Antonio and an MA in Human Relations from the University of Oklahoma.
Brian is an International Coach Federation (ICF) certified coach, and is an active member in the New York City chapter. Brian is also a member of the Forbes Coaches Council and the Gay Coaches Alliance.
Related Posts
About the Author: Brian Gorman
Brian Gorman is the Managing Editor of Change Management Review™. In this capacity he regularly curates articles of importance to our readership; contributes original writing; hosts podcasts; and works with guest authors.
For more than five decades Brian has been engaged in—and a student of—change at the personal, organizational, and societal levels. During this time, he has worked with both individuals and organizations (ranging from solo practitioners to Fortune 100 businesses), guiding them through a wide array of challenges. Decades of experience have given him a deep appreciation of the universal patterns that underlie successfully navigating even the most difficult changes.
In addition to his work as our Managing Editor, Brian is a transformation coach, supporting both individual and organizational change. Brian is committed to passing his “lessons learned” on to others, so that their change journeys can advance more smoothly. He is a frequent workshop facilitator and public speaker. Brian is the author of “The Hero and the Sherpa,” a chapter in the online Handbook of Personal and Organizational Transformation (Springer Publishing; Judi Neal, Editor). He also has an extensive library of blog posts, articles, and videos on the change journey, including “The Ten Most Important Lessons I Have Learned Over 50 Years of Engaging Change.”
Mr. Gorman’s formal education includes a BA in Cultural Anthropology from Syracuse University, an MA in Higher Education Administration from the University of Texas, San Antonio and an MA in Human Relations from the University of Oklahoma.
Brian is an International Coach Federation (ICF) certified coach, and is an active member in the New York City chapter. Brian is also a member of the Forbes Coaches Council and the Gay Coaches Alliance.
