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FROM
CHANGE TO TRANSITION TO TRANSFORMATION
by Marc Fey
If you can find a path with no
obstacles, it probably doesn’t lead anywhere."
--Frank A. Clark
All mankind is divided into
three classes: those who are immovable, those who are movable, and
those who move. --Benjamin Franklin
At some
point every organization must face the challenge of balancing
structure and fluidity. This struggle produces the opportunity
for meaningful change. And at the core of this challenge is
the culture of the organization toward change. Culture, you
know, is not something that you can change through a program, or an
initiative, or a mandate. Change happens
organically.
The
mistake that most leaders make is not in their attitude toward
change--all leaders know at least intellectually that change is a
must for successful organizations. Rather, leader make the
mistake of not seeing that change affords us the opportunity to
move from change to transition to transformation. Let
me explain.
Change is
initiated in the greenhouse of challenge, difficulty, and/or
forward-thinking vision. No matter what the instigator for
change is, on this we all agree: change is inevitable. Since a
leader is someone who "sees" what others do not, or what others see
only in part, I would contend that the leader or group of leaders
dictate the way an organization processes change. Here are
three ways leaders lead through change (from not-so-good to
great).
1. Lead
through change for what it is: change. The definition of
"change" means "to be different, to alter." Leading through
only what is before you is reactive in nature, and survivalist in
outcome. The goal is simply to make it to the other
side. Trail markers that you might be headed down this
dead-end path: you only deal with the tyranny of the urgent, your
team members are unsettled or becoming petty in their complaining,
and you have decreasing energy for your leadership responsibilities,
especially those having to do with shaping the future.
2. Lead
through change into transition. Transition,
on the other hand, is "the process of changing from one form or
state to another." A transition connotes the meaning of
a purposeful change, actually describing the "in between" part from
one thing to another. The leader who leads through change into
transition actually believes that progress requires that we get up
and move from one place to another. These leaders also believe
that meaningful movement is met by obstacles and challenges.
Trail markers that you might be heading up this hopeful path: your
vision is growing, you impart hope to those who are drained by the
change, your encouragement brings a stronger team bond, and there is
an environment where you and those you lead are learning from
mistakes
3.
Lead through transition to transformation. Listen, now to
the definition of transformation: "the process of changing the
nature, function. or condition of, to convert." The great
leader distinguishes himself or herself not when the profits are
climbing but when they are hanging precipitously on the edge.
The great leader recognizes that this time of change which
has become a time of transition is leading to a unique
opportunity: the time for transformation. Here is where
an organization and individuals and teams within an
organization can become the person or group they only dreamed of
becoming. Trail markers that you are leading into the high
country of transformation:
- Expectations: Change uncovers our
expectations, so the probability for conflict is seismic if the
organization and the team members are not conscious of and talking
about their expectations. Devise safe settings for
discussion and be sure to communicate clearly during these
times. Be clear about what you expect, and gently but firmly
require those you lead to be clear about what they expect.
- Goals:
Reevaluate your organizational goals, then give individuals the
opportunity to adjust their own. We often entertain goals
that are not central to our mission prior to seasons of
change. Change makes you "trim the fat," and so
transformation occurs when the circumstances drive you to reassess
your goals. Also, by leading through transition into
transformation, you are helping those you lead to recommit their
effort, energy, and will to the same goal you have.
Organizations can experience a rebirth during this
time.
- Personal
Transformation: Everyone is looking for what they can get out of a
situation, job, or relationship, and that is not simply a cynical
way to look at life. I think even the least self-centered
among us reflect this truth because they know that the most you
have to gain in life is in giving away your energy and time as a
servant leader. So what is it that everyone is looking
for? Significance, achievement, affirmation, affiliation
(relationships), purpose? Yes, any and all of these.
The
circumstances that provoke change, which lead from transition to the
edge of transformation, offer the promise of any and all of the
above. Help your team members connect their contribution at
work to who they are, then to what they do, and finally to
the growth that difficult, change-rich circumstances draw out
of us. The result: a leaner, meaner, more fit organization motivated
by a deeper commitment and a clearer sense of who we are,
corporately and individually.
For more
information about how to facilitate this kind of growth in your
organization, contact Marc Fey and his team at Life Ascent Coaching
& Consulting (719-330-3123). |