By Kerry A. Bunker
Agencies this day are awash in swap. handling switch calls for leaders to concentration at the same time on handling the enterprise and offering potent management to the folk. commonly, it's the concentrate on the folk part that loses out. This ebook deals a framework for knowing the problems and expertise that give a contribution to potent management during periods of swap. Its objective is to aid leaders be certain how you can decide upon and stream between quite a few managerial approaches--to support them see what is operating, what is no longer operating, and what is lacking. during this means, leaders can extra truly determine their influence and find out how to meet the calls for of either coping with the company and top the folk.
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Additional resources for Leading With Authenticity in Times of Transition
The fast pace and complex challenges that typify today’s organizations push most leaders to focus on catalyzing change at the expense of helping people deal with the transition during the change. Typically, top leaders have well-developed strategies and plans, roll them out, utilize a range of communication tactics, and are then ready to move on with the implementation. Often they wonder why a change initiative is faltering, why a new system isn’t showing the anticipated return, or why people aren’t moving on and getting with the program.
This means recognizing that people need differing amounts of time and effort to understand and adapt to change. As in any grief or loss experience, there is a natural cycle to the process of letting go of the old and connecting with the new. Leaders must learn how to honor this cycle in others if the transition effort is to be successful in the long term. Failure to have patience with people can actually increase their resistance, and thereby hinder their process of adapting. Leaders who overdo sense of urgency and downplay realistic patience are too insistent, too quick to announce changes, and too eager to take action.
While the leader’s role involves convincing others to get on board for a change initiative, bombarding them with information has limitations. A critical component of leading change is to model the behavior and demonstrate the resilience that will take people through the transition. People need to see leaders living and integrating the changes that they advocate. If they don’t see that, they can become skeptical and even resistant. If a leader is inconsistent—saying one thing but doing another—doubt and resistance arise, damaging integrity and eroding trust.
Leading With Authenticity in Times of Transition by Kerry A. Bunker