Are you a pacesetter or a manager - is there a distinction? Do you recognize what it is? Will it matter?
Whilst there is much emphasis on the management facet of modification, abundant of the underlying cause of the catastrophic 70% failure rate in ALL amendment initiatives is directly due to an absence of leadership....
To see whether or not you're a Leader or a Manager, answer True or False to the subsequent statements:
1. I suppose additional regarding immediate results than I do regarding mentoring others
2. It's nice to know about folks's long-term goals, however not necessary to try and do the work
3. The best pleasure in my job comes from creating the work process more effective
4. I pay additional of my time and a spotlight on the weaker performers than I do on my high performers, who primarily take care of themselves
5. It's my job to understand everything that goes on in my area
If you answered mainly "True" to the questions above, then you've got given a Manager's response. If you've got answered mainly "False", then you have given a Leader's response.
"Those that have modified the universe have not done it by changing officials, however continuously by inspiring the people." [Napoleon Boneparte]
I define leadership as somebody whom others can follow.
In my expertise:
- Leaders drive amendment where as managers deliver it
- Leaders define culture whereas managers are defined by it
- Leaders innovate whereas managers administrate
Whilst the very definitions change management and programme management emphasise the management side [and of course this is important] abundant of the cause of the seventy% failure rate in modification initiatives is directly due to a scarcity of leadership...
A leadership that sees the bigger image - that ensures that people can follow - and therefore the discipline of a programme management approach provides the tools and processes to facilitate that.
Any amendment initiative that is a lot of than incremental change [i.e. it's a step change] needs to led - and it needs to be seen to be led.
Identifying and enlisting the support of leaders [as well as the managers] at intervals your organisation is vital to successful culture change and amendment management.
A balanced perspective
Here is an attention-grabbing and balanced perspective on the differing but complementary roles and skills of leaders and managers: characteristics of leadership and management:
"Leadership and Management are two distinct but complementary systems... While managers promote stability, leaders press for change. Solely organisations that can embrace both sides of that contradiction can thrive in turbulent times." [John Kotter]
My own personal view and expertise of leadership is that:
- Leaders are born not created
- You recognize if you are a pacesetter
- Others recognize if you're a pacesetter
And my own personal leadership credo is that "it is higher to be decisively wrong that indecisively right"!
Thus within the context of amendment the management side is important - but in my experience an underlying reason for the catastrophic failure rate in change initiatives is directly as a result of a scarcity of leadership.
And we tend to are talking regarding a leadership that knows how to apply
(a) the inspirational motivation and leadership insights - that are appropriate to your company, AND
(b) the supporting programme management based processes - to ensure that you just avoid that catastrophic failure rate that affects ALL business change initiatives.
Writers Room has been writing articles online for nearly 2 years now. Not only does this author specialize in Change Management, you can also check out his latest website about:
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