Recognizing Paradoxes is Vital for Successfully Leading Transformational Change

How crazy would it be if we tried to lead transformational change by being inflexible? Or, what if we simply plowed ahead without the discipline to ignore distractions or the focus necessary to stay on track for what must be done first, second, and so on?

The road to success leading transformational change is filled with paradoxes.

• Transformational change leaders must examine what has worked well in the past and what needs to differ going forward (“Past and Future”) while confronting the current situation as they create a roadmap for transformation (“Reality and Aspiration”).
• They also need to remain cognizant of the facts of their situation while staying open to letting feelings stimulate insights and action (“Facts and Feelings”).
• “Speed and Rhythm” are important as well, as all leaders must be mindful of whether they are driving transformational change too fast or too slowly – and whether the pace (or rhythm) of that change is appropriate.

There are three more paradoxes I want to review today: “Flexibility and Focus,” “Difference and Improvement,” and “Change and Transformation.”

As someone tasked with leading transformational change, thoroughly understanding how these paradoxes play out in the process can make all the difference in accomplishing your objectives or falling short.

Flexibility and Focus

Change, by definition, requires flexibility – at least enough to know what to change and when to change it.

Successful transformational change also requires a willingness to experiment, test, adapt, adjust, reassess, practice, improve, solidify, and reinforce. By its nature, transformational change is about flexing to the need, at the right moment, and being agile enough to adjust course based on new information.

That said, being flexible does not also mean being unclear or simply going with the flow. The worst change leaders I have been around try new stuff, see if it sticks, fail to learn from their mistakes, try something else, suddenly turn left without using their turn signal, drive around the block a few times, refuse to ask for directions or check the map, and end up right where they started – running late and highly frustrated. This is not flexibility, it is failure.

While being flexible is important to building agility and resilience, so too is focus.

• Do we understand the handful of most important things we are trying to achieve?
• Are we clear about what must be done first, second, and third?
• Can we resist the temptation to chase shiny objects, only do the fun and easy things, or bounce from new idea to new idea?

Flexibility means we understand there are multiple roads to drive to grandma’s house. Focus means we show up there on time with the grandkids, despite holiday traffic.

Difference and Improvement

At the end of a long transformational change journey, what is our ultimate measure of success? Are we satisfied that things are different, or do we insist that our readiness, mindset, skillset, or performance have improved?

Doing things differently is an important part of change. We let go of old and outdated practices and processes. We shift gears to new approaches, using new tools. We change something.

Changing things that do not matter may qualify as different. However, that does not mean it’s better. Changing everything without knowing what made the real difference might feel like transformation – but is it improvement?

Yes, doing things differently qualifies as change. To meet the transformational change test, however, there must also be improvement. Knowing how to achieve difference and improvement is the name of the game.

This insight leads us to our final paradox.

Change and Transformation

In my discussions of transformational change, I often ask, “Is it true that all transformation is change, but not all change is transformational?”

Some might argue that the concepts of change and transformation are redundant, essentially two ways of expressing the same thing. However, many transformational change experts, including me, argue there is an important difference between change and transformation.

Change, while crucial, can be a minor tweak to something very specific. Transformation, on the other hand, implies and demands a much more comprehensive, systemic, sustainable, and likely disruptive set of alternatives and actions. And, in my way of thinking, it must lead to improvement.

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The Secret Sauce for Leading Transformational Change, from lead author Ian Ziskin and with contributions from senior business leaders, HR leaders, experts, coaches, and consultants is now available. The book shares insight, vivid stories, lessons learned, and best practices for what it takes to lead, survive, and thrive in periods of transformational change. Learn more at https://www.transformationalchangebook.com .