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Most executives’ honest reaction to the demand for leadership is that it would be nice in an ideal world or “I’m already doing it”. Under pressure, and when the need for change gets too high, an all too common reaction is to kick off a change initiative and delegate responsibility for it - while continuing to focus on today’s challenges.
Unfortunately, business change is too involved for this approach to work. The complexity and potential impact of any significant change increasingly demands time and attention. Only you can provide the authority, clarity of direction and the decisions that enable the change to progress in a timely way and succeed.
Additional challenges arise when unit, process, functional or divisional boundaries and the differing priorities of other areas become involved. This often leads to delays, potential problems and even tension, conflict and turf wars. Change leadership provides a constructive and effective way forward in these circumstances.
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