PAPERmaking! g FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 3, Number 2, 2017
Support . Successful change projects were characterized by leaders removing barriers to employee success. These include personal barriers such as wounded egos and a sense of loss as well as professional barriers such as the time and resources necessary to carry out a change plan. Leaders of unsuccessful change focused exclusively on results, so employees didn’t get the support they needed for the chang e. Sway . Effective leaders identified key stakeholders — including board members, C-suite executives, clients, and others — and communicated their vision of successful change to them. Unsuccessful leaders told us they were more likely to avoid certain stakeholders rather than try to influence them. Learn . Finally, successful change leaders never assumed they had all the answers. They asked lots of questions and gathered formal and informal feedback. The input and feedback allowed them to make continual adjustments during the change. In the case of unsuccessful changes, leaders didn’t ask as many questions or gather accurate information, which left them without the knowledge they needed to make appropriate adjustments along the way. The executives we surveyed were all participants in our Leadership at the Peak program, which targets executives with more than 15 years of management experience, responsibility for 500 or more people, and decision-making authority as members of top management teams. All of them were seasoned leaders. Besides the 9 change-capable leadership competencies, our study also identified leadership traps and change derailers that characterized failed change efforts. For more information about those, and our overall change-capable leadership model, download the white paper, “Change -Capable Leadership: The Real Power Propelling Successful Change.” https://www.ccl.org/articles/white-papers/change-capable-leadership-propel- success/
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Article 14 – Change Leadership
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