What the heck does it personally mean to be a leader? To be someone who demonstrates leadership? How do you get there? What are the leadership behaviors that could impact a team in a negative manner? Is leadership a natural born trait or a developed skill? Can anyone be a leader? In this third part of the series, I want to explore the individual leadership role.
I’ve faced several challenges writing this second article in the series about leadership and change. To fully explore this next area, I’m going to need to say some things that many “leaders” don’t like to hear. However, I think its right that I pose these challenges as recognition is the first step in a cultural movement away from these failings. I will try an put positive light where I can but you can be the judge on the balance I’ve given to each side of this equation.
Leadership is not about a title. Individuals may be appointed, anointed or otherwise installed in positions of power, authority and decision making but that doesn’t mean they are able to exercise true leadership. It isn’t a competence that plugs in by virtue of the situation.
Its been a little over 2 years since I first posted about Change Agent networks, the role of Change Agents and their relevant benefits. They are popular articles and I’ve seen readership reach thousands across them all, prompting me to realise that there is appetite out there for their purpose and the topic worthy of an additional visit.
I’ve recently returned from the great Berlin Change Days event. An awesome couple of days over a weekend focused on exploring the art of disruption, with lots of arts and lots of disruption from people, places and the insights they bring.
I attended the ACMP Regional Conference Canada in Toronto just over a week ago. It’s probably taken that much time for me to let the content sink in, my brain to digest it and to make sense of the many conversations that abound at such gatherings. Any conference is more than the presentations, its second layer is the connections with other minds, thoughts and insights. I’m so pleased to see this gaining traction at more and more similar events.
Far too many times I have conversations that start by asking what methodology I use for change management. Typically, this comes from a client but sometimes a colleague or connection. It’s as if they think I’ve got the secret sauce and three spoons added into the mix will make it all happen wonderfully well. I’m here today to dash those utopian misconceptions. I’m sorry but anyone who thinks they can use the single same approach to every change event is sorely mistaken and doomed to failure more times than they should.
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I’m always interested in exploring the true human elements of change management. بوكر اونلاين I regularly have the conversation with others whereby I explain that change is more than a process it’s a journey of feelings and experience. This emotional side is far too easily overlooked, particularly by those managers who want to manage activity rather than the people doing it!
Big bang or slow n steady change – which do you prefer? For most people they say that incremental is easier to deal with, not so stressful and more likely to stick. But I ask you, how much of your change is incremental? When was the last time a change manager had the chance to slow things down and have steady paced change?