Recently I got a call from a multi national asking that I support their leadership with an ambitious change inspired by rational analysis of the markets and their possible impact on the organization a few years into the future.
I asked the caller if there’s any part of the organization that is burning/causing discomfort for the leadership.
They commented that the organization is generally comfortable in the market as a market leader. I asked what is the compelling vision for the leaders wanting to change, what’s the compelling proposition for them to get themselves through the change?
They admitted that the leaders in that organization do not think in visions, they are old school pragmatists.
My spirit fell. “I don’t know if I will be able to help you” I said.
They asked why and I replied that having worked with organisations and change for over 3 decades, two things drive critical change in organisations:
A compelling vision of a better future by the key leader, that then infects the rest or a burning platform that forces them to change.
Otherwise the organisation is just spending money. This is not a bad thing in and of itself of course, since in the big scheme of things any growth in people and their capabilities is always useful, and perhaps even plants seeds for later use.
However if there’s an ambition for radical and revolutionary transformation, it will require one or both of the factors outlined above.
The mistake many change leaders make is to think that humans are rational and are driven by facts, figures and rationale. Some people are, to an extent – and those are however a small percentage of any population.
Change is painful, and organizations only change because people change, and people don’t change unless they have to.
If it was up to many people , they would remain in comfort eternally. Unfortunately nature always compells us to change for our own good.
So what gets in the way of many transformations is this pain in people to step out of this comfort zone.
Therefore ambitious change programs require extreme commitment from leaders of those projects to work actively with this discomforting process and its consequences. Scared people, people in pain will injure you, if they have to! So change leaders better be ready!
Otherwise no significant change will take place. As an intervenor, this is an important consideration in how it can impact one’s delivery and reputation.
Take this into consideration when contracting. Of course if one’s values allow, it’s also an option to just take the money and run.
… But people’s values systems vary!
The Museletter 
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