โ Scribed by Omar Khan
No coin nor oath required. For personal study only.
O rganizations face key challenges as they try to transform and evolve. Leaders who bring change to organizations also face a key challenge that, to me, towers above all the others: personal adaptation. Before leaders can ask their teams to make changes, to shift mind-set and "heart-set," to ignite new behaviors, they have to model it themselves. In short, leaders have to demonstrate, personally and practically, what they are asking for from their teams. This requires of leaders two additional aptitudes. First, they need enormous courage as they make themselves more transparent and more vulnerable to genuine scrutiny. The benefit of extending themselves in this fashion, however, is real credibility. Second, they have to be able to avoid the temptation to lapse into symptomatic remedies: shifting around the organizational chart, reassigning a few key people, introducing a new technology, launching a new marketing drive, and the like. All of these actions may in fact be necessary when done at the right time and for the right reasons, but not as a palliative for the fundamental adaptive changes that are sometimes required of key leaders as they lead change.
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