Belief and the Art of Change

When managing change so much time is spent considering how the person affected by change may respond, however so little time spent considering how the beliefs of the leader themselves may effect how well or poorly a change lands

People's learned response to challenge, learning and relationships will betray itself in their leadership style - and nowhere more obviously than during change. This is because the immediate impact of the leaders style is more obvious. Consider which of these styles comes more naturally to you, and use it as a barometer to identify whether your change leadership style sits well with your idea of the leader you wish to be. Knowing which style you typically default to, helps you to decide more powerfully in future changes. Every change style belies a fundamental belief by the leader in "how the world works". Exposing the style, unearths the belief. and this will help the leader not only to consider if their style is helping or hindering others - but will also give clues for their own development. Read on, to uncover your own beliefs, or share this with colleagues just before planning out your next change program!

Hey there, leaders! Let's spill the tea on change management – it's not just about predicting how your team will react, but also about what's cooking in your leadership beliefs oven. ???

So, picture this: your leadership style is like a fingerprint, revealing your true self during change. It's like change management's version of a reality show – drama, excitement, and a bit of chaos. ??

First up, we have the "Because I said so" approach – the authoritarian boss. It's like, "Do as I say, I'm the expert here!" Picture this leader delivering messages in a massive hall or sending directives via email. Trust issues? Yep, they've got 'em. It's like an emotional rollercoaster ride, but not the fun kind.

Authoritarian implementations are distinctive in their demonstration of the need to control. They use a dictatorial style to implement change. Implementation communications and communicators rarely refer to their own or others emotions. Messages tend to be delivered “en masse” in large halls, or by email or memo. They will take the form of directives, rules and procedures to be followed, and there will be no consultation process with those affected by the implementation.

Any face to face communication will be characterised by reference to facts and figures and finances, with little or no mention of the impacts on people’s emotional state. Decisions and power are held by the change implementers/ primary decision maker. Delegation of power or decision making authority to others does not happen, this is often because they have great difficulty in trusting others. Even if they believe they are trusting, those around them will feel untrusted, and find it hard to trust the leader in return. The greater the need to have control over the process, the more risk-averse these implementers become. The authoritarian approach to change can create emotionally unhealthy climates in which to work.

Then there's the "For your own good" type – the paternalistic leader. It's all, "I'm doing this for you, so be happy!" Picture a benevolent dictator with a tight-knit group, superficial consultations, and a trust circle that's tighter than skinny jeans after a holiday feast. Say goodbye to an entrepreneurial spirit!

Benevolent change implementations are characterised by the need to form relationships. These implementations/ implementers use a primarily authoritarian approach, however it is tempered by the need to be liked (or for the process to be accepted as positive). Unfortunately, the need to be liked cannot overcome the need to control -so the programs and the implementers associated with them become a kind of benevolent dictator. They are protective of their people, but demand loyalty, discipline and obedience in return. These kinds of change programs are characterised by including superficial consultation processes –affected staff will be asked their opinion in order to prove that the implementers care, but feedback and ideas will not be integrated into the original plan. In this sense these programmes are manipulative. The paternalists programs are created in this way because the implementers find it very difficult to trust others outside the group they have formed a tight connection with. This type of change consciousness often occurs in businesses where small cliques or inner circles are formed. Anyone outside the “inner circle” is not to be trusted. This severely limits the pool of talent from which the business can draw. benevolent change leaders create environments which kill the entrepreneurial spirit of employees.

Next on the runway is the "Let me motivate you" managerial leader. It's like a well-organized circus – structured, measured, and rational. But beware, these leaders might play some office politics to get what they want. Stress levels are high, and the status quo is their cozy spot.

Managerial change management processes are motivated by the need to create order and respect. They are characterised by structure, measurement and rational analysis with a strong focus on intellectual exercise. Inwardly focused change implementers operating at this level are good at organizing information and monitoring results. Outwardly focused implementers anticipate workflow problems and get things done. The programs are productive and accomplish project or change goals. The change plans are created with an emphasis on planning and prioritising work and to provide stability and continuity. These programmes are often characterised by detailed schedules as a means to exert control. The focus is on training for skills and often refer to the latest management techniques. When managers' needs for respect are driven by subconscious fears, they become ambitious and competitive. They will play office politics to get what they want and they will avoid giving their boss bad news. Their need for order can get them stuck in status quo. Their need for rewards can lead them to work long hours and neglect their families. Managerial approaches to change create environments, which are productive and efficient, but can be very demanding if they are not balanced. Stress rates can be expected to run high in teams facing change in this environment, and they will feel the pressure to continue with business as usual, despite any upheaval caused by changing processes

Moving to a cooler vibe, we have the facilitator approach. These leaders are like transition DJs – letting go of control and embracing participation. They're all about interpersonal skills, conflict resolution, and team building. It's like change with a side of self-awareness!

Facilitation styled change implementations are in transition. As the implementers let go of their need to control, they invite participation and consensus building. The processes and methods used become enablers-helping others to express themselves. These implementers develop their vision and mission, which form primary. They want changes to align with staff’s inner passions, and training interventions are based on increasing individual self awareness. Implementations become more open and innovative, and they encourage staff to begin to search for balance in their lives. Communications are characterised by references to the impact of the change on the whole person. They focus on interpersonal communication skills, conflict resolution and team building. People will find that the tension created by this type of leadership is uncomfortable at times, but ultimately provides greater flexibility and individual freedom of choice. The need to hold boundaries appropriately is key, at times people may feel they are given too much choice and would like some direction to balance it out.

Now, let's get to the real MVPs – the "Let's do it together" change collaborators. They're the engineers of human capital, creating community and building trust. They're problem-solving wizards, flexible, and focused on values. Authentic, democratic, and enthusiastic – they're the ones who turn problems into opportunities.

Change collaborators are motivated by the need to find meaning. One of the ways they find meaning is by creating community. They are engineers of human capital and they build trust. They are more concerned about getting the best result for everyone than for their self-interest. They are flexible, adaptive and focused on values. They walk their talk. They are creative problem solvers. They recognize that they don't have to have all the answers. They are willing to be vulnerable. They are honest, truthful and willing to confront people and their mangers because they have little fear. They feel confident in handling any situation. This confidence and openness allows them to reclassify problems as opportunities. They are authentic, democratic and enthusiastic. They are intuitive and creative. They clarify priorities, communicate vision, and plan for the long-term. They display emotional as well as intellectual intelligence. Collaborators are good at bringing the best out of their people with a strong balance of boundary riding, they are present, give clear direction, and allow the freedom for people to find their own way to success.

But wait, there's more! Enter the Servant/Partner leaders. They're like the ultimate multitaskers – making a difference, creating partnerships, and caring for their people. They're all about systems thinking, empathy, and environmental stewardship. They're basically the superheroes of the leadership world.

• Servant/PartnerServant/partners are motivated by the need to make a difference and be of service to those whom they lead. They serve the organization by creating partnerships and strategic alliances with external organizations, or drawing links between what the team does, and how it affects the community and world around them. At the same time, they care for their people, seeking ways to ensure that employees find personal fulfillment through their work. They view situations from a systems perspective; seeing beyond the narrow boundaries of cause and effect. They build systems, which support employees, and they seek to form mutually beneficial alliances with suppliers and customers. They are active in the local community and building relationships, which create goodwill. They recognize the importance of environmental and social stewardship and will go beyond the letter of the law in making their operations environmentally friendly. They are empathetic and careful listeners. They are also mentors and coaches. Servant/partners create supportive internal and external linkages, which build commitment and goodwill.

And finally, drumroll please, we have the Wisdom/Visionary leaders. They're not just playing in the big leagues; they're the game-changers. With a global vision, humility, and a concern for the world, they're the Gandalfs of leadership – wise, compassionate, and ready to take on any fellowship quest.

• Visionary leaders are motivated by the need to be of service to the world. They are constantly asking, "How can I help?". Their vision is global. They see their own mission and that of their organization from a societal perspective. For them, the world is a complex web of interconnectedness and they know they have an important role to play. They play their role with humility. They are generous, forgiving and compassionate, and are able to relate to people at all levels. They are concerned about the state of the world-peace, justice, ethics and ecology. They have a very long-term perspective. They are concerned for the future generations. They are not prepared to compromise long-term outcomes for short-term gains. They enjoy solitude and are at ease with uncertainty. Consequently they have no fear. Visionary leaders are admired by all for their wisdom, vision and commitment to ethics. People in these change processes will feel challenged to hold themselves to a higher standard, and will need support to create connected accountability loops to bring the team to the new way of working

So, leaders, which style resonates with you? Are you the authoritarian maestro or the collaborative wizard? if you aren't sure - watch how your people are reacting during change - and there's your assessment in action. Your people will behave the way you lead them. Simples! ??? #LeadershipShowdown #ChangeManagementMasters