Leading change
Caught between a diktat from the top and resistance from the team, implementing someone else’s change can require more contortions than Houdini. How do you avoid getting bent out of shape?
Promised to analysts by the CEO, designed by consultants who’ve never owned a P&L, and signed off by a steering group a long way from here, the change may seem ridiculous but it’s coming anyway.
Dismissing it as ‘the usual nonsense from head office’ lacks leadership. Pretending it’s the white knight you’ve been promised lacks authenticity.
The challenge is to find a third, compelling way to engage your team so they share your burden and lean in to help out.
Part translator (from the usual corporate gubbins), part craftsman (re-shaping what exists to receive what’s coming), part poster child, part therapist. The successful change leader adopts many roles.
To be a man (or woman) of many parts is a lot easier when you have the right tools. This Go Large introduces ones that you’ll treasure forever.
At the end of the Go large you will have:
- Come to terms with the tightrope you’ll need to walk as an effective leader for someone else’s change.
- Explored what you need to do to get yourself in the right place before you start working on your team.
- Identified which roles you will need to adopt to deliver your particular change successfully.
- Discovered a range of practical tools that will make your life a lot easier.