On Change
One true measure of real positive leadership is the culture they develop and drive. But it’s not as simple as just culture change; it's more than that. It's the behaviors the key leaders display and the behaviors they accept, reward, or promote. As someone involved in the consulting industry, I have had the privilege of working with and observing thousands of change leaders in various corporations, ranging from large manufacturers to small city hospitals.
I have always been curious about how great leaders fail, how bad leaders succeed, and more interestingly, how talented people fail in organizations. While observing change, a few leaders stood out to me. These were not just leaders in terms of their position on the org-chart, but people who led innovations and breakthroughs. It all started with my dad, Dr. Stephen Zinkgraf, who was a college professor and worked as a statistical analyst on multiple research grants and projects. He was also an Intelligence officer in the U.S. Navy reserves in the 1980s.
During his reserve duty, one of his fellow reservists, Tom, found out that my dad had a PhD in the statistical field and asked him to apply for a job opening at the Motorola plant in Seguin, Texas. Tom said, "We are doing some sort of quality program called "Six Sigma" and we don't have enough statistical know-how to get it done." Well, my dad applied, got the interview, and got the job.
Despite having no background in manufacturing and never having been in a production plant before, he went on to become the first project leader of a certified Six Sigma level of quality on his ECC4 unit, and eventually became one of the founding fathers of Six Sigma. He and his team were primarily responsible for developing the MAIC roadmap.
Most experts would predict my dad would have failed. But why was he successful? What made it work? That's always been the question I've sought to answer. My dad always said he he did not know how he succeeded, he said he was lucky and gave credit to the people around him. In a way; that's the answer.
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The people I have seen successfully drive change are not necessarily mavericks or people who buck the system. They seem to fall into a specific behavioral and motivation profile. The first thing I've noticed is that people who drive real change know what they don't know and are not afraid to admit it. Secondly, they not only recognize talent but also surround themselves with people smarter and better than they are, allowing talented individuals to thrive. Thirdly, they are loyal and inspire loyalty in return. They use words like "we," "us," and "team" when referring to the workplace. The only time they use "I" is to take responsibility for a failure, while giving credit for successes to the team. These leaders are truly motivated by the team's success, building up individuals, and watching the people around them succeed. They have no desire to manage people on a day-to-day basis; they manage and measure goals. They tend to gravitate towards the team or work areas.
However, not all leaders possess these qualities. Some individuals, whom I refer to as corporate psychopaths, exhibit behaviors that are detrimental to culture and change efforts. These individuals are driven solely by personal recognition and promotion. They are arrogant, selfish, and willing to undercut others to get what they want. They create a toxic and divisive environment that stifles innovation and collaboration. Recognizing the presence of corporate psychopaths within an organization is crucial for successful leadership of culture change. These individuals often mask their shortcomings and manipulate others to further their own agendas. It is important for leaders to be vigilant and address toxic behavior promptly to protect the overall culture and prevent the spread of negative behaviors.
Culture change is a complex and challenging process that requires strong leadership and a clear understanding of the desired outcome. Successful leaders who drive culture change prioritize self-awareness, talent development, loyalty, metric development, and team success. They create an environment where individuals can thrive and contribute their best work. Conversely, the presence of corporate psychopaths can undermine culture change efforts and hinder organizational progress. It is essential for leaders to identify and address toxic behavior to foster a positive and productive culture.