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In the past two weeks, I have heard a lot of buzz about coaching and mentoring to develop leaders. I want to see leaders apply their leadership skills to the changes they sponsor. It seems that executives simply want to delegate their leadership roles, just like they delegate project management. They want to send-the-email (one time), maybe attend the kickoff meeting, and then consider that they are done with their part of the change.

I think I know why this is tempting.

We live in an era of instant gratification. Leaders may be asking themselves, "Why do I have to keep leading, don't they get it? I don't have time to worry whether they are following; they should follow or they won’t have jobs!”

We have been conditioned to think that we can learn a new skill in two days; like a new computer program, or to flip real estate, and yes, even to lead. Since we can “learn” it over night, we can get by with doing it only for a short time, right? We think leading is an event, not a process.

Well, leadership is not learned in an instance, and nor is it effective when just practiced in an instance. It must be continuous. Even Uncle Ben’s Instant Rice needs constant stirring, for Pete’s sake. Imagine you sign up to go on some kind of journey. You have heard about this journey and have some built up emotions about it. The leader surprises you and does one or more of the following:

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Says, “I am not sure where we are going, but I’ll know it if I see it.”

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Ignores your questions and concerns.

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Disappears right after his initial comments.

I don’t think you’d be real confident about following that leader.

What does it take?

Just like leadership, sponsoring change is not an event; not instant gratification. Leading change requires consistent passion and visibility; not merely expecting others to “get it” and to follow your instance of leadership.

Think of these familiar leadership characteristics and ask yourself if you think they are practiced in leading changes in your organization:

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Commitment

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Communication

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Courage

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Focus

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Generosity

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Initiative

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Listening

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Passion

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Positive attitude

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Problem-solving

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Responsibility

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Self-discipline

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Vision

Some tips

Before you begin to try to fix whatever might be lacking, recognize that some people merely need to be made aware of these qualities; others may not have the desire or motivation to do a better job. A few may have some knowledge of what it takes but have not acquired the skills to apply. All of them will need consequences for doing so, or not. You need to understand where the leaders are on this journey and put a plan in place to help them close the gap.

Speaking Topics:

Bob’s recent and planned speaking topics include:

• Financials, Strategic Thinking and Change Management

• Maximize the results of your Consulting by Managing the Resistance to Change!

• Managing People’s Acceptance, Adoption, and Sustainment of Change

• Developing and Implementing Strategic Ideas; From Seeds to Harvested Results

• The Critical Requirement for Leading, as well Managing, Change

Bob Dodge can be reached at 303 550-0101

bdodge@expertchangemanagement.com

Visit www.expertchangemanagement.com for more information about ECM

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