A key leadership challenge is to initiate and lead systemic changes that will set the organization up for success in future. Indeed, nothing else perhaps sums up why we need a leader in the first place. However, the odds are brutal – the pace of change is already furious and it only seems to be accelerating with each passing day, and that pace brings an ever-increasing amount of complexity and uncertainty. There are no guarantees that the chosen direction and pace will lead to a better situation, for the changes are too complex for any one to understand and discern, let alone predict and assure.

In this context, any change can basically be boiled down to individuals in the organization, for every other non-human change is simply a matter of updating processes, or bringing up new policies or introducing new technologies, etc. For example, a company might decide to replace manned customer care by introducing the latest chatbots, or might decide to introduce robotic manufacturing. The reasons behind this might go beyond the direct economic advantages – they could introduce consistency in quality, flexibility in deployment, and scalability in operations that might introduce new opportunities that are simply not possible today.

This leaves a leader to essentially lead the change among people. I consider all change to be ultimately human at the fundamental level, with very high social context. If a leader can’t excite and motivate her team members to embrace the change and play their part in making it happen, there is no way the leader can succeed by herself. In a 2015 article in Forbes, the author Mark Murphy shared the #1 reason why CEOs get fired is for “mismanaging change”. The #4 and #5 reasons were “denying reality” and “too much talk and not enough action” respectively, and they also seem very close to the #1 reason.

 

Surely, a leader might have power and thus control over the team members to make them accept the changes, but in today’s employee-centric market, there can’t be any such guarantees. The days of a CEO or a leader doing a town hall in a trendy city hotel or sending a nice email and hoping that the change would happen are over. With change, there is no such thing as autopilot. A leader must walk on the floor and get down into the trenches, and work with the rank and file to make the change happen.

However, how does an individual contribute to change? While everyone expects them to simply participate in the organizational change, we mostly fail to recognize why they would be motivated to participate and how can we influence them appropriately to see the change as something that helps their own careers? Should leaders simply insist on individuals delivering the results, or their charter should go beyond the mechanics and instead play the central role in enabling conditions where individuals rise to the occasion and proactively lead the change instead of simply participating in it?

In my experience, I have seen these five key behaviors that can set any individual into what I call as “individuals leading the change”. These are simple behavioral changes that any individual in the organization, irrespective of their role, can adopt without needing anyone’s permission or support, and not just improve his participation in the game but also eventually raise the game itself. They kind of build on top of each other, so I don’t recommend skipping any of these – you might benefit best by starting from the first and building the rest of those behaviors on top of it. So, here we go:

1. Growth Mindset

Why is it that some people remain content with what they know, and even developing an arrogance that whatever they know is the best and they don’t need to learn anything new or put in any further efforts to hone their skills? On the other hand, some people seem to be undaunted by their seeming lack of knowledge about a given area – they simply dedicate themselves to learning new things, never mind how many times they fail in that process?

The work by Carol Dweck on “Mindset” is perhaps the best explanation of these two types of mindsets – Fixed Mindset and Growth Mindset. People with fixed mindset almost deny any opportunity to improve themselves or get involved in exploring newer ideas, and eventually become a deadwood. However, people with growth mindset are constantly seeking new challenges that stretch their physical or cognitive skills, and even if they fail in their efforts in the short-term, they don’t seem to give up and ultimately develop a mindset of continuously reequipping themselves. Needless to say, those with growth mindset will find a great opportunity to participate in a change.

2. T-shaped skills

In a traditional team, each team member brings his or her strengths, which could be key knowledge, skills and capabilities about a given area. In a functional team, it might end up being a “birds of a feather” team thus creating a high-density of experts with similar skills, while in a cross-functional team, it might bring people with complementary skills that help accomplish a given project task better. However, a functional team might have limited effectiveness, as they must collaborate with other similar functional teams in other areas to complete a task, thus bloating up the overall team needed to own and execute a project task.

However a cross-functional team might be more effective in bringing together a small team of experts who can truly own a project task much more economically. Unfortunately, a cross-functional team composed of individual islands of excellence is simply a very weak and low-energy container with passive players. However, when individuals move away from their comfort zone and acquire capabilities in adjoining areas, they create shared competencies that allow them to operate with much higher shared empathy about other team members, and also improve their own problem-solving because they are thinking of additional aspects other than their own, and eventually allows the team members to collaborate much better. Acquiring growth mindset enables an individual to become a more well-rounded T-shaped individual who understand a much bigger picture, which allows them to help others.

3. Help others

Most organizations mimic the arena where the gladiators fight each other, and the only way for one to survive is to kill others! While this might seem like a very gory analogy of what seems like a nice innocuous workplace, our outdated performance management systems actually make us do just that. A bell curve for a team engaged in knowledge discovery will only end up destroying the team spirit. While an individual might not (yet!) have the clout to change the performance systems, the least they can do is to challenge the myth of competition by choosing to collaborate. Helping others would be a great way to get started.

Helping others also creates an obligation to reciprocate, which is a key weapon of influence per Robert Cialdini, the leading expert on this subject. When we help others, especially when that help is offered without being asked for, it builds an expectation on part of the receiving party to reciprocate the gesture in future. This sets a system of gifts and reciprocation, which is the essence of social relationships, and helps foster trust, respect and collaboration. This sets the foundation for winning teams.

4. Make the team win

Imagine you are part of a football team. Each player has been hired due to his skills – striker, defender, goalkeeper, etc. Based on the opponent team’s strengths and potential game plan, the coach might come up with field formation at the time of kick-off. However, as the game progresses, new facts will emerge that might invalidate some of the assumptions that the coach had about the best possible team formation. He might rotate players; he might even redeploy them in a different way. If the team members continue to play per their fixed role or position, can the team win?

While the team might be formed based on individual strengths and configured in a fixed formation, in the real world, a winning team would adapt itself by those very individuals playing in a fluid formation, i.e., play where the game is. Their T-shaped skills allow them to be useful to the team in more ways than one, and their trust and respect among each other enabled them to leave their fixed position and help play a winning game.

5. Take initiative

Each one of us is sitting on a treasure of strengths. Even we don’t know what we are capable of! We come up with hundreds of ideas everyday about making things better. However, most of these ideas die a silent death because we don’t take any initiative in making or validating them, or simply lack the courage to bring our ideas to life. In my experience, more people fail (and ultimately get fired) because of not taking initiative than because of making mistakes. When you have a great team that wins, it also builds the right environment where people are not afraid of taking initiative. They know that if they fail, their team members have their back. However, a big question invariably comes up – how do I know if I am taking enough initiative or not, and how can I improve it?

A few years back, I had blogged about a scale of initiative that was introduced to me in the 90s, and has served me well. Those interested could refer to the blog post “How do you measure Initiative” available at http://managewell.net/?p=1100.

Conclusions

In today’s world, a leader can’t simply demand change from her team. She must build the right conditions where team members are constantly encouraged to participate in changes in a non-intimidating environment, and build relationships that allow them to harness the social energy that is needed to make any change successful.

Also, a leader must change the mindset that individual are there simply to follow the change. If the leader recognizes that each individual has immense power to lead the change at their respective levels, the leader can not only lead to more successful change, but create a long-lasting and self-sustaining culture of participation, ownership and engagement.

(A shorter version of this article was originally published as an invited article in PMI’s Manage India magazine, and is available online at http://pmi.org.in/manageindia/volume6/issue12/invitation.html)

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