In an enterprise, many of us have actually been alerted at some point in time that, "if you're not going forwards you are really heading backwards." In essence, this cuts to the core of why change is essential to a positive and healthy company. Strong businesses go with the times and recreate themselves. Weak companies defend against change, go stale and then die. In this post we explore what leaders can do to get lasting positive change in their company as detailed by top leadership coach, Stuart Hayes.
Change is the core ingredient of growth and in business change needs vision, a driving team along with a tight context if it is to be produced successfully as well as positively. This is why sound leadership is so crucial in a business enterprise.
However while discussing change, it is necessary to not toss the baby out with the bathwater considering that, on the other side to change is the importance of consistency and consistency is also vital, specifically in processes that have to do with product line, quality control, cash flow and even, to some extent, natural development.
So, these two contrasting concepts have to exist together in a healthy business. Exactly how do we execute that? The solution is to understand that successful companies need change together with consistency. Change is the realm of business leaders while consistency being the terrain of supervisors.
Thinking about these two side by side, it is not difficult to see why consistency together with change (or for that matter business managers and business leaders) are typically challenging to unite successfully.
In this post, I'm going to examine the main components of first-rate leadership including how these components work together to effect positive and sustainable change. As an experienced leader, the formula I utilize to deliver this adaptation involves a simple four-step process which I strongly recommend! Here it is below:
STEP 1 - Ask the Tough Questions
From time to time I wonder whether it is tougher to recognize where you are truly starting from or where you are specifically aiming to get!
As business people and entrepreneurs, we tend to succumb to the temptation of looking at our business endeavours through coloured glasses and then fail to consciously appreciate where we are starting from - our 'point A'.
Recognising your actual Point A is not easy: it is solely accomplished by having the nerve to figure out, ask, then honestly answer all the confronting questions that apply to your company, your approach and how you're heading to it. You know the questions; they are those tricky questions you often stumble over when they hit you unexpectedly at a dinner party!
My tip-- pull on your thickest skin, find someone else to distinguish then ask the questions that need to be asked ... and don't allow your ego to rob you of the sincere self-contemplation that needs to come next. It might amount to the difference between success and failure!
STEP 2 - Feeling the Intention
Identifying both the specific details of your 'change vision' (your 'Point B') as well as the specifics of your true, core reason for change is equally tough. If there is an absolute number one key for attaining favourable along with lasting change, though, this is it.
If you don't have the specific details, your vision is just a wish. Without a deep and real reason as to why you want to go after your vision, you will grapple to inspire employees towards it. People need to share your enthusiasm. To move your team, you have to be able to move your team.
Fortunately, those associates who do share and then welcome your vision will stay with you and become the driving force for delivering it. This is why masterful leaders appreciate the carrot is mightier than the stick.
My tip-- identify the types of men and women you require to drive your change vision. Spend enough time to distinguish precisely who they might be then what it is about your vision that could captivate them.
STEP 3 - Design a Straightforward plan
From here on, the cornerstones of your success are sticking to what works, keeping it uncomplicated ... and then continuing to fuel the passion that connects your driving staff to your vision.
Having clarified your 'why', allotting undisturbed thinking time to recognizing the vital aspects of your 'how' is crucial.
My tip - try to incorporate your driving group in this operation:
Recognize the repeatable jobs that will achieve your goal (and keep them simple). Identify both the resources you have available as well as the resources you are going to need (actually require!). Identify the finite list of points that could possibly obstruct your progression. Create backup plans for those that are legitimately high-risk.
STEP 4 - Achieve Positive and Sustainable Change
Keeping on course and accomplishing positive and sustainable change is a 99% leadership and 1% management mixture of fuel, context and responsibility.
The fuel aspect is Public Relations in its purest form. Its purpose is to build and then maintain momentum: communicate the vision, teach the simple, repeatable steps, celebrate successes ... and ultimately educate your driving team to do the very same things. Each reinforces that the change vision is valid and that the team's approach is the right one.
Importantly, as leader, the code of conduct or 'context' you set up around your team and its behaviour is pivotal to their capability to unify and then achieve results. Your team will look to you to live up to this code at all times and when you do it will start to have a life all of its own.
This is where keeping on track and also achieving positive and lasting change requires your individual commitment, courage and also discipline: following the message you preach and also getting in touch with your group in an authentic way when delivering it is important.
Your capacity to create and cultivate a compelling context is directly proportional to your ability to do these things, and with a strong context your team will self-regulate; self-align; move mountains; and create the favourable and sustainable changes you seek.
My suggestion-- Take a deep breath and then be prepared to be human, to acknowledge mistakes and to be open to change yourself. You will be valued as well as followed as a leader in a far more compelling manner when you have the nerve to do these things.
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