In terms of globalization, culture, politics, business, technology, community, and our personal lives, we live in an era of constant change. Furthermore, it may be stated that the instability and unpredictability in which we live contribute to our feelings of fear and worry. Just managing our days is too hectic and taxing. And because the status quo is so comfortable for us, a lot of us oppose change. However, if we want to succeed, we must travel along a new road that is being shaped by our reality and doesn’t support the commonplace. We have to change.
So how do we continue to lead at a time of chaos and rapid change? I would like to propose that we view change in a very different way—as energizing and empowering, with the immense potential to bring about both personal and business development.
One common misconception about leaders is that we react slowly to change, go into crisis mode, prioritize the here and now, and choose a “one-off” strategy. But these actions frequently won’t result in success. However, those presumptions can and must be changed.
I recently saw a lecture by Jim Hemerling in which he advocated prioritizing our employees in times of transition. What if we could envision a workplace where people—rather than money—led the enterprise? Hemerling lays forth a plan for putting people first in an effort to create a new road to success during a terrific 20-minute talk.
Why is change such a draining process?
According to Jim Hemerling, “change is difficult, and people instinctively oppose it, especially when it’s forced upon them.” Too frequently, leaders fail to respond quickly enough, leaving their team members and organization in a stressful dilemma. Due to the urgency of the situation, another error that leaders make is concentrating primarily on short-term outcomes. There is no future hope given by this.
But how do we go about doing this? He offers 5 easy techniques to accept change and take a very different approach to do business
Inspire Through Purpose
Most transformational programs are fundamentally driven by financial advantages and perks, which typically do neither excite nor motivate people. We’re all starting to understand how crucial purpose is as the motivating factor, the connection, and the invisible thread that binds the team together for success. Finding and connecting with a higher purpose will be essential for successful transformation.
Go All In
There are far too many transformations that are nothing more than headcount reduction initiatives or transformational layoffs. It’s possible that you’ll have to reduce the company in order to survive the fierce competition, just as you might need to shed weight in order to complete a marathon. However, decreasing weight by itself won’t help you cross the finish line in a fast time. You must put everything on the line if you want to win. You must commit fully. Instead of only focusing on cost-cutting, you should consider medium-term winning efforts, growth-driven initiatives, measures that will fundamentally alter how the business runs, and, most significantly, investments in the development of leadership and talent.
Enable Capabilities to Succeed During Transformation
I’ve participated in a number of triathlons throughout the years. I’m not that skilled, to be honest, but I do have one special talent: I can locate my bike pretty quickly.
Nearly all of the bikes have left by the time I finish the swim.
Real triathletes are aware that each leg—the swim, the bike, and the run—really calls for a different set of skills, equipment, strategies, and abilities. Similar to this, it’s important to give people the knowledge and resources they require when transforming an organization.
Global software business Chronos realized the need to shift from creating software as products to creating software as a service. First and foremost, they made an investment in new technologies so that their staff could track how the features were being used as well as how satisfied customers were with the new service. They also made talent investments so that their staff could handle customer service issues on the spot. They also emphasized the cooperative behaviors that would be necessary to offer a seamless customer experience from beginning to end, which is extremely crucial. Because of these investments, Chronos employees experienced empowerment in their new responsibilities rather than feeling overtaken by the shift.
Instill A Culture of Continuous Learning
We must never take our success for granted, no matter how well things may be going. To become an excellent runner, one may have to put in years of practice. The race is in his grasp. He is in good shape. He is committed and routinely exercises. What transpires when a fresh runner enters the scene? They have padding in their shoes, which increases their lift with each step. After each step, their feet rise a fraction of a second faster. Even if it’s by the tiniest of margins, the winner is the runner wearing the new shoes. Make it clear that you want a culture of continual development at work. Each small step gives us an advantage and helps us stay ahead in a world that moves quickly.
A leader in a transition must have a vision, a roadmap with clear milestones, and the ability to hold people accountable for the outcomes. To put it another way, you must be strict. But you must also be inclusive if you want to win over people’s hearts and minds. Put people first by practicing inclusive leadership.
I’m from the Bay Area, near San Francisco. Our basketball team is currently the top in the league. We won the tournament in 2015, and this year we are the favorites. There are numerous reasons for this. Their head coach, Steve Kerr, is an inclusive leader in addition to having some fantastic players, which is one of the important factors. In 2014, the Warriors were in need of a significant makeover when Kerr joined them. Since 1975, they have not achieved a national title.
Kerr entered the room with a clear head and started working right away. He engaged the team members and players right away by reaching out to them. He encouraged contributions and fostered an atmosphere of open discussion. He would frequently inquire during games, “What are you seeing that I’m missing?”
The fourth game of the 2015 Finals provided one of the better instances of this. When Kerr chose to alter the starting lineup, the Warriors were trailing the opponent by two games to one. The Warriors prevailed in the match and went on to claim the title. And it’s commonly believed that action was crucial to their win.
It’s interesting that Kerr didn’t come up with the notion. Nick U’Ren, his 28-year-old aide, had the notion. U’Ren felt confident advancing the proposal because of Kerr’s management approach. In keeping with his highly inclusive style of leadership, Kerr not only listened but also put the plan into practice before giving U’Ren all the credit.
Organizations will always be undergoing a change in the “always-on” transformation era. However, doing so need not be tiresome. We owe it to ourselves, to our businesses, and to society at large to transform our transformation strategy with courage. We have to start prioritizing individuals in order to achieve that.
Change is challenging, and navigating through it may be even harder. However, in order for their businesses to merely remain competitive, CEOs are forced to be even more aggressive with transformation initiatives. Now is the moment to embrace change in order to promote greater difference and flourish.