How many times do you hear or read the term “driving change”? It’s a very assertive message, the intent to make it happen no matter what, but I wonder if the concept of driving is the root cause of many initiatives failing to deliver on expectations.
Driving, it seems, implies forcing others to go in a direction they don’t want to; little wonder then that, as soon as the driving force is removed, they revert back to what they feel happiest with. Driving change, then, is hard work and demands constant ongoing effort from the driver.
Aristotle expressed a real understanding of what it takes to achieve and sustain change, he surmised that;
“We are what we repeatedly do. Excellence, then, is not an act, but a habit”.
In other words, to make change stick, it is necessary to develop the right habits and attitudes. Why? Because it is unlikely to be achieved forcefully.
Leadership, on the other hand, is about gaining people’s following and support because they feel it is the right thing to do, and habits are formed because the effect is enjoyable and rewarding. Successfully developing the desired habits therefore requires leadership, not macho management. It is dependent on articulating objectives and demonstrating commitment from the top, and on engaging, involving and empowering everyone, at all levels, to make a difference; it demands that individuals are recognised for their contributions.
Engaging employees with good leadership to support change and improved performance is the answer.
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