When it is determined in an organization that the
quality of leadership must grow, for example as a result of a change in the organization and the
introduction of self-managing teams, the question arises how this can be
tackled. The primary reflex is to organize a course. A popular idea, not in the least because
this is a fairly safe approach, with minimal pressure. The results are
mostly predictable; almost no change. That could be better,
therefore this reflection.
The basis for the intended change process seems to lie
in the process of behavioral change. This process consists of the following
phases that succeed each other (1):
- Attention : the willingness to look at the quality of leadership
as a personal assignment
- Insight : compare the existing approach and style with those
that would be better or more effective, resp. would fit better into the type of
organization that one wishes to be or should become. This goes hand in hand with the reasons
why the 'gap' arose. This assumes a clear connection with one's own
personality.
- Acceptance : the acceptance of the difference as realistic and
relevant , including the grounds for the deviation
and therefore the challenges that arise there.
- Choice : the commitment to start development; the
desire to break with
the old behavior
- Focus : attention must be focused on the moments and
situations where a difference must be made in approach, response, etc.
- Perseverance : to achieve new stable patterns of behavior, old
patterns, whatever their origin, must be replaced by new ones. That requires the necessary repetition; initially associated with the use of much
mental energy, and gradually with less effort.
If we apply this basic process to the complex and
demanding mission of leadership, that process might look like this:
Attention often arises as a result of an audit, a
satisfaction survey or an equivalent event that creates an urgency regarding
leadership.
The parties involved gain relevant insights by
following a course or workshop in which relevant new concepts are presented. This must be accompanied by enough
challenge and confrontation (realism), but also with sufficient safety. The
input must ensure that the self-made summary of challenges, pitfalls and points of development are realistic, and have sufficient depth on the relevance
and causes of existing behavior.
When these POPs (personal development plans)
are discussed with a coach (of course preferably the one who led the input-workshop)
there is a possibility of supplementation to the plan, and the conditions are created
for real acceptance. If the coach offers a sufficient balance of safety and
frustration, the person is ready to make a funded
choice; a commitment to start the necessary learning process. This will have to be strong because it is
about leadership, a complex and demanding competence that is strongly related
to personality. It will of course also take time, and many repeated
attempts to replace some scripts with a more constructive approach.
The next step will therefore be to focus attention in
daily practice on situations that can and/or have to make a difference. It is best not to take the most difficult challenges
first, but they must be sufficiently relevant to confirm the motivation. This focus is the 'link' between intention
and behavior; therefore the change comes about gradually. A coach may also be needed here to ensure
that the focus is not lost.
A practical way has to be found to support
perseverance, because replacing behavioral patterns with new ones is an intense
neurological process. It is ideal for the person involved to determine a
number of activities that ensure that the focus does not weaken. Sharing with colleagues the intentions and results, regular
intervision is an example of a strong instrument. The essence in this phase is to remove the
non-committal.
An appropriate conclusion could be that the road is
sometimes long, but the satisfaction can be very high. Also very large is the positive impact on
the team and /or organization that depends on
the leadership at stake. People with a strong sense of responsibility
therefore find the strongest motivation to keep the motivation high. Their maturity will hereby be their main ally.
Hugo Der Kinderen
March 2018
(1) See contribution no. 18 on this BLOG
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