“Why is it so difficult to define what is intangible in Change Leadership?”
This was one of the questions my readers asked me over the last few months. I recently explored the topic in greater detail with fellow Change Expert Keren Castelli, the host of the Change Setters podcast.
Why is it so difficult to define what is strong change leadership?
Often, when people think of a strong change leader, they think of an individual with superpowers, but in reality, each has what it takes to lead even difficult transformational initiatives with respect and integrity.
Finding our own inner wisdom is key. We need to ask ourselves what has worked before that could work again; and what we learned from failed attempts to bring people on board. For example, people appreciate not being told about what they should do but being recognized for what they already do and know. Then it is time to enrich those approaches with new insight, and techniques from the change management and change leadership toolboxes. It is important to remember that change leaders are not always found at the top. Even in the least expected places, we can find tribal chiefs who can influence others, and in doing so, can make or break a change
How to outline an influencing map?
We need to make sure that we identify both the formal and informal opinion leaders in the workplace. A simple chart or ‘spiderweb’ can allow us to draw the lines between key individuals and indicate those who are already positive about the change (e.g. green), the ones who are fence sitters (e.g. yellow), and those who are against it (e.g. red). If a resistor can influence others greatly, we need to make sure we prioritise them but if they don’t pull any strings, we should focus on others to bring about the change effectively.
Once we have drawn the map, we have the most important people to assess in our stakeholder management plans!
Reasons why Change Leadership needs to be demystified
1. We can enhance the leader’s effectiveness by simplifying what it takes to be active and visible sponsors for a change, communicate the vision in an engaging manner, and address resistance.
2. We can increase stakeholder engagement by finding unexpected leaders who can help bring others on board for the change journey.
Watch the full podcast episode at https://www.youtube.com/watch?v=SKowBtOHYMA&t=20s!
3. We can mitigate change fatigue by proactively addressing the emotional and psychological impact of change on people.