Leading Positive Change

Leading Positive Change

Application of theory

When you talk about the management of change, I remember a commonly known saying: “People are the enemies of what they don’t know.” That statement helped me to understand explicitly why most people are resisting and reacting differently to change and why many attempts to change organizations fail. While communication and sharing of knowledge may be of utmost importance in improving, there are still other important aspects that contribute to understanding changes like the level of trust between the organization and its people and the leadership style of the leader in the change, to name a few.

Relevance to self

In general, change is inevitable, and change in business is nothing new. It is an unavoidable result and, in itself, a certainty. The scale of change affecting companies, leadership styles, methods, and strategies used to cope with change is therefore new to avoid resistance, unwanted responses, and achieve desired objectives. The adaptation of a positive change framework is an ingenious idea that will improve a company’s status quo from a personal level to an organizational level. To do this, the manager must establish a favorable environment, make himself ready, express his perception, create interaction, and promote sustainability.

Application in practical terms

Commonly mentioned as the secret for making the change initiative successful that your team, stakeholders, senior management, etc. are involved in the change process. This is why leaders who can encourage their peers not only to accept change but also to take the initiative to change are often the most successful ones. To motivate your peers to change themselves in this respect allows organizational change to take place more efficiently and smoothly. It may be complicated to motivate your employees to get behind the change process, as employees are unwilling to change their habits and cannot see how the change benefits them. It is crucial, therefore, to motivate them in all ways to support the change. Emotional, intellectual, and structural motivators are the three that are often mentioned when debating the process of change.

Importance to leadership

Three competencies provide the vital link between the part of the change process and the part of the change for people. The 3 C unites effective leadership in change:

• Communicate– Inadequate leaders tend to concentrate on ‘what’ behind the change. The “what” and the “why” are communicated by successful leaders
• Work together- People must be brought together to plan and implement change. Successful leaders were working across borders, encouraging employees to break their silos, and rejecting unhealthy competition.
• Engage– Successful leaders also ensured that their own beliefs and behavior supported the change. Change is hard, but leaders who successfully negotiated it were resilient.