Change, Leadership, & Values

There has been a lot of focus recently - in the press, on the internet, and elsewhere - on issues of values during these times of organizational change, organizational re-structure and (heaven forbid!) organizational collapse. I came across the following quote while reading some articles written by organizational researchers

“No reward system has ever been invented that people in an organization haven’t learned to ‘game. A value is only a value if it voluntarily chosen.”    B. O’Brien, former CEO, Hanover Insurance

As far as human nature is concerned, Mr O’Brien says it all. Sadly, far too many leaderships believe that values and beliefs – and hence specific desired behaviors – can be imposed, that change can and must be driven from the top and that some well-designed ‘executive cheerleading’ will affect the desired results. However, the real result of this approach - especially in our current economic climate - is that more and more people behave as if they are adapting to organizational change, pretending to handle the stress, or feigning buying into new strategies. In actuality, theirs is an effort to comply brought about by fear of job-loss; not by the commitment needed for effectual change to take place. With compliance, employees’ develop cynicism and disdain, often coupled with increased internal competitiveness, which only ends up undermining collaboration and ultimately, economic performance. Although well-intentioned, the leaders’ ideas for values-focused strategies to move the company forward, actually moves it backwards!

So how do we move a company forward, with buy –in at every level? How do we get commitment instead of compliance?

There is no one pat answer to this question – such leadership challenges are being addressed by many diverse and talented institutions; research groups and universities across the globe; but one answer I have found they all seem to have in common, is the finding that the more insight one has into human nature, - the more people skills and willingness to change him/herself a leader has-, the more likely one is to be successful at implementing necessary change. And (of course!) emotional intelligence is the key ingredient to developing these skills! 

Even though this finding goes against traditional, hierarchical authority - the essence of most of our corporate structures -, and so will necessitate a shift in attitude and leadership principles that may be a stretch for many, the good news is that more and more supportive studies are being published that show strong evidence of the significant contribution EI makes towards success in business, and more and more people are acknowledging the inadequacy of the coercive leadership model and embracing the new evolution of emotionally intelligent management and change – not merely in our organizations – but in the very models of how we lead.

AN ACTION TO TAKE:
Make a list of the values of your organization (the values passed down from leadership that are expected of everyone). Next to each one, write a paragraph about how you, as a leader, are demonstrating this value. Then write a paragraph about how you are not demonstrating this.
When complete, put down your pen, lean back in your chair and forget about it!
Take a few deep slow breaths and focus on your body, and on allowing any tension you are holding to release. With each exhale release the tension in your body. 
Then allow yourself to recall a pleasant experience, something that makes you want to smile. Give yourself permission to smile! Breathe into that smile. Enjoy it!
Now, ask yourself what you can change, within yourself as a leader, to be more effective at ‘walking your talk’ – what can you do more or less of? Write down your first thoughts.
Act on what you write! Do it – and enjoy the ride!

Finally, I’d like to share with you an observation often attributed to Charles Darwin: “It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.”

By
Jennifer Day