Be the One to Change

Politician’s promises change when they run for public or elective offices, but seldom are the pledges made from campaign podiums matched by real, measurable results after an election. In fairness to our politicians, initiating change and carrying it through to completion is a monumental challenge. Attempts to bring about change encounter fierce opposition and entrenched resistance which make the electorates to wallow in the state of hopelessness and despair.
Although most leaders perceive a need for change, few leaders can convince others to believe in change, and fewer still can actually achieve change. In this edition of Leadership Today, I will be writing about leaders who will not only talks about change but also will be able to make it happen.

Seven Qualities of a Leader Who Achieves Change...

1) Considers Conditions
Just because a change could be made doesn't mean it should be made. Sometimes an organization lacks the people, resources, or energy to successfully implement change. Leaders have to be sensitive to the rhythm of the organization in order to understand when the time is ripe to shift gears. Similarly, leaders have to monitor the pace of change. Too much at once can dishearten and overwhelm a team. While people must be prodded to make changes, they also should be allowed space to adjust themselves to new ways of doing things.

2) Builds a Coalition
The responsibility to lead change rests squarely on your shoulders, but the burden shouldn't be carried alone. In fact, unless you convince key stakeholders to join your cause, then your attempt at change most likely is doomed. Before you initiate change, make every effort to win over the prominent influencers around you.

3) Communicates Urgency
As John Kotter warns, "By far the biggest mistake people make when trying to change organizations is to plunge ahead without establishing a high enough sense of urgency in fellow managers and employees." People naturally resist changes, so they must be incentivized to make them. In talking to your team about change, underscore the impending dangers of complacency. Light a fire under your people by giving them a glimpse of the regret and discomfort they will experience if they avoid doing things differently. They need to know what's at stake before they will be motivated to alter their behavior.

4) Champions Rewards
Early in my leadership years I mistakenly thought that "my people" were there to help me achieve my vision and my goals. Over time, I came to understand that the purpose of my leadership was to serve others in meeting their needs and attaining their goals. To drive change, I had to appeal to people based upon their desires instead of mine. I had to spell out clearly, and personalize individually, the benefits and rewards of change for each member of my team.

SUMMARY
By no means is this a comprehensive list of the qualities needed to be an agent of change, but these traits are essential for any influencer interested in transforming his or her organization. The one thing constant in leadership is change. Learn to drive it rather than merely trying to survive it and you'll have a much more enjoyable leadership journey.

To be continued…

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