LEADING
ORGANIZATIONAL CHANGE
"A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves." -Lao Tzu
A good methodology is essential to carry out an initiative when leading organizational change. To secure the success of my Innovation Plan, I have developed an integrated plan that includes strategy, execution, and effective dialogue.
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MY WHY
Why
How
What
The first strategy that any leader needs to follow when wanting to bring about change in people is to appeal to their hearts instead their heads. By giving rational facts to my team about implementing ePortfolios in the school, they will not buy into my project. However, appealing to their values, attitudes, and feelings by showing them the Why of the innovation is more likely to have a favorable response.
Learning how to motivate and enable others to change their actions may be the most important skill any leader can gain. I followed the Influencer strategy to set a measurable goal for my initiative and focused on three vital behaviors that will drive results. Moreover, I systematically identify how six unique sources of influence promote the wrong behavior and develop ways to reverse that effect.
Strategy is important when it comes to producing results, but the ability to execute that strategy is even more. The real enemy of execution is our day job or whirlwind. It robs our focus and energy required to move the plan forward. Installing the four disciplines of execution, 4DX, in an organization requires going through five stages of change, focusing on the wildly important, tracking lead measures to keep a compilation scoreboard, and creating a cadence of accountability.
Leading innovative change within an anxious environment makes me aware of the necessity to become a Self-differentiated leader. Crucial conversations will take place anytime the stakes are high, opinions vary, and emotions are strong. To be prepared when introducing my Innovation Plan, I must learn how to handle these conversations to achieve the desired results.
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Links to my Leadership posts:
References
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial conversations. McGraw-Hill Contemporary.
McChesney, C., Covey, S., & Huling, J. (2012). The 4 disciplines of execution: achieving your wildly important goals. New York, NY, Free Press.
Patterson, K., & Grenny, J. (2013). Influencer: The new science of leading change, Second Edition. McGraw-Hill Education.
Sinek, S. (2014, March, 3). Start with why: Ted talk short edited. [video file].
Retrieved from https://www.youtube.com/watch?v=IPYeCltXpxw
Images
https://www.slideshare.net/NishatZareen3/behaviour-change-74100664
https://www.dreamstime.com/leadership-word-cloud-blue-background-image158104755