The Change Strategy Rots from the Change Leader Down

How do we begin to understand our own role in creating or fuelling the need for change?

It is sometimes uncomfortable to step back and reflect on the environment you create as a leader, however it is essential to understand your impact because people experience you from your behaviour and actions, not what you intend to say, think and feel.

Douglas McGregor proposed that, “The attitudes of managers flow through into their behaviours towards their direct reports and impacts the responses of their direct reports in turn.” In times of business change leaders are dealing with their own transition as well as that of their teams, which can make it difficult for some to recognise their impact on others.

A question worth reflecting on is do we have the self-awareness and self-leadership required to go beyond the difficulties we ourselves are facing, and understand our role in creating or fuelling the challenge in the first place?

To foster mutual confidence and respect there are three fundamental behavioural questions to answer that underpin the quality of relationships you build in the workplace:

1. Where do you place your attention?
   Your behaviour is the clearest guide that your direct reports have about what’s important and what’s not. Inconsistency causes confusion, which leads to inefficiency, uncertainty and often reduces morale.
2. What / how do you reward and discourage?
   Productive workplaces are those where generous use of more subtle encouragements (like showing appreciation and support) in response to strong social and self-esteem needs of direct reports.
3. How do you treat people EVERY day?
   Having a personal demeanour that indicates respect, emotional self leadership and sound judgement in your professional interaction with others regardless of your personal feelings.

Adapted from: Dr Judith Chapman

As a leader of change, self-awareness and self-leadership are critical to create the right environment. Leaders need to be open to receiving constructive feedback for their own development and the team’s benefit.

If you’re leading a team or organisation through a change project of any kind, I’d love you to provide a comment with your responses to the three questions that underpin the quality of your relationships. Is what you’re currently doing working for you?

Bev Frowen
Senior Associate Transformation Consultant

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