A630.1.4.RB_Board of Directors_Wathen_Sandra

A630.1.4.RB_Board of Directors_Wathen_Sandra

A Tale of Power & Vision (UTube by SallyKohn.com)

It is interesting to watch how many leaders profess to be visionaries or leaders of change.  What is even more interesting is how many of them do not walk the talk.  In fact, there are few that are willing to take that same leap as that of the character in this video known as “Vision” whom was the character that laid his body across the gap in the canyon while “Power” crossed over to the future side; immediately to be followed by the “crowd”.  However, I have come to realization that not all organizations are the same, nor have the same mixes of personality and skill types such as pessimists, pragmatists, visionaries, power players and of course the basic crowd mixes.  Many of the selected leaders have not had formal training in leadership, nor do they have personality traits to compliment their education and vice versa. 

Having this mix of people is good as long as there is not one specific type that is overpowering in that they are complimentary to one another in achieving a goal – but that is what the leadership role is to ensure.  An organization needs all types of people – even pessimists can have many positive offerings to a company.  The main thing for a leader is to recognize the personality characteristic and use their capabilities where it applies best in the organization.  An organization cannot have only pragmatists, or only visionaries, etc.  It is normal to have a community of a mix of many personality traits.  The key is how to best leverage on all of them to make the best teaming relationships.  Pessimists, for example, can be persuaded to follow; however, it may take more effective communication skills on behalf of the leadership to ensure that rumors are stifled and that they have provided the vision efficiently for implementing the change.

Organizations can work through significant difficulties by engaging the workforce through leaderships’ ability to incorporate effective organizational development.  When leaders recognize the need for change, it is imperative for leadership to look at the organizational environment as a whole - both internally and externally to the organization; including the stakeholders, customers, corporate members and employees.   Their goal should be to ensure that they understand the long range planning, the problem solving, the organizations ability to survive, and transformational efforts that will be required to manage the change.  Understanding the organizational culture prior to implementing change is also a very important element with transition, as well as, growth of that culture to ensure for adaptation of the change is essential – Change corporate culture to become more adaptive to change, while concurrently increasing competition.

To achieve goals, change is necessary.  It requires extensive work by all parties involved, as it requires that managers must change to a new mindset and open-mindedness method to their management style; requires flexibility and adaptability of constant change; requires rapid timelines, etc.  Success is measured by how well an organization can align itself to the 21^st Century as it requires the ability to compete in a fast moving world that requires consciousness of quality of products and services, employee involvement, doing more for less, while simultaneously managing the changing dynamics of the consumers and technologies as we emerge to competitive uncertainty and transition to the global markets.

In essence, the importance of leading change is with leaderships’ ability to communicate a strong vision, while concurrently fostering an environment for implementing the change.