Ah yes, change... for some invigorating and for others anathema. As leaders, we identify the appropriate organizational evolutions, tweak the maintenance items, and monitor implementation. We call for retreats, gather research, talk to members and over a couple of days, map out the vision of what is next. We set goals, measurements, and harbor great expectations for the future. However, we forget we are change leaders engaging in change management.
We often think leading means we’re doing it for someone else, and the change needed will come from others’ behaviors and actions based on the plan’s script.
In fact, our most crucial first step is to look at our own board leadership and personal contributions in light of a new strategic vision.
- How do my skill sets, contributions and knowledge need to be engaged differently in light of our new or evolving strategic direction?
- How does the entire Board need to alter its role and contributions to support success?
- What messages do we need to author and speak consistently?
more rarely, few take the next crucial steps, because we often don’t
acknowledge that a new strategic plan in fact means that we are mapping
out change. We inherently assume the “generic organization” must change,
or programs must be altered for relevance, or the staff must be held to
greater accountability. Rarely do we finish the architecture of a plan
and have the subsequent conversations to: Read more...