Where does Leadership and Behaviour Change fit in the Change Agenda?
Question: How important is Leadership in the Change process?
Answer: It is vital. Without Leadership you cannot expect change to gain any traction in your organisation. If you don’t have people taking ownership and being committed to leading the change process, how can you expect others further down the organisation to take any interest and commit to the process?
These behaviours then become a central pathway for how you work with others both internal and external to your organisation.
Question: How important is Leadership in the Change process?
Answer: It is vital. Without Leadership you cannot expect change to gain any traction in your organisation. If you don’t have people taking ownership and being committed to leading the change process, how can you expect others further down the organisation to take any interest and commit to the process?
These behaviours then become a central pathway for how you work with others both internal and external to your organisation.
Question: If we don’t have a formal Change process how can we develop one?
Answer: This is all part of building a tangible business culture to take you from where you are ‘currently’ to what you want to become ‘the future’. Leadership starts by articulating the values you want to express to your clients and users, as well as your staff. From these values you can distil core behaviours that will support you in building a strong future for your business.
Answer: This is all part of building a tangible business culture to take you from where you are ‘currently’ to what you want to become ‘the future’. Leadership starts by articulating the values you want to express to your clients and users, as well as your staff. From these values you can distil core behaviours that will support you in building a strong future for your business.
Question: Where does Leadership start?
Answer: It depends on the degree of maturity of the organisation. Leadership, as always, should start at the top but not all top team members are ready for it. Sometimes it’s a little too much to expect everyone to jump on the bus at the same time yet that’s what many organisations expect of their top people.
When installing a leadership culture, it is important to involve and engage the top players in the process, rather than imposing a programme or process upon them. That starts with undertaking some ‘soft due diligence’ to assess the current state of Leadership performance, whilst quantifying how a formal structured Leadership process can generate the results you want.
Answer: It depends on the degree of maturity of the organisation. Leadership, as always, should start at the top but not all top team members are ready for it. Sometimes it’s a little too much to expect everyone to jump on the bus at the same time yet that’s what many organisations expect of their top people.
When installing a leadership culture, it is important to involve and engage the top players in the process, rather than imposing a programme or process upon them. That starts with undertaking some ‘soft due diligence’ to assess the current state of Leadership performance, whilst quantifying how a formal structured Leadership process can generate the results you want.
Email your questions to Philip
