Why I Couldn't Make His People Change
Carol Kinsey Goman, Ph.D.
Helping talented professionals build their leadership presence. LinkedIn Learning's best-selling video course "Body Language for Leaders" ? Award-winning book "Stand Out: How to Build Your Leadership Presence"
A while back, I was on a phone call from a prospective client who was looking to “book a speaker who would make my people want to change.” The caller was the vice president of a large company going through a substantial transformation - and the following conversation showed that he didn’t know the first thing about leading change.
I asked him if the people he wanted to embrace the change understood why. Did they agree with the business rationale behind the change? Had they been involved with designing the change - and did they have any control over its rollout?
The long pause on the other end of the line spoke volumes.
Which only shows how far we still need to come in our change-leadership practices. There are four lessons we can all learn from this conversation:
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At least that’s been my experience. What's yours?
As an international keynote speaker I present programs on "Leadership Presence" and "The Power of Presence for Women Who Lead.” Events in the U.S. for me are still mostly virtual. International live events are scheduled for Paris, Nairobi, and London. FOR MORE INFORMATION, contact me by email [email protected] , or visit my website https://carolkinseygoman.com/
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BYU Idaho Online
2 年Well said
Author, Pondering Pangolin Panorama at Pondering Possibilities Ltd
2 年I concur, a powerful Truth with multiple implications! Thanks Carol for being on point…?
Founder, CEO, WorkXimity
2 年There is such irony in your experience - the leader wanting to imprint change in "his" people - as if that transformation can happen instantly. But the leader - his resistance to change - his projection onto his people that "they" need to change. As we know, it starts from the top - both good and bad.
Clinical Assistant Professor at Southern Illinois University, Carbondale
2 年Very well stated, Carol. As a change management researcher, I have found that 70% of all significant change management initiatives fail. There are some key things often overlooked. Employee buy-in is largely dependent on including them in the decision-making process. People tend to accept the change they participated in orchestrating. People also tend to either feel a valued part of the change or a victim of it. The difference is, as you stated, how the message of change is presented, the effort by management to include employees in the plans, and effectively showing them how everyone will benefit, not just the company.
Global Account Manager ?? Customer Success Strategist ?? Digital Transformation
2 年In absolute agreement with you Carol !