Are you ready to change yourself if need be?
Earlier this month, we posted about the battle leaders must wage within themselves between their desire to lead the charge and get things done, and the ambivalence, or “why bother” attitude, that can set in when faced with significant challenges and obstacles to major change. This week, as we look a little further into the revolutionary DNA of effective leaders, we will uncover some additional balancing acts that leaders have to perform in order to truly be ready to head up overarching, sweeping changes within their organizations.
If our work has shown us one thing, it’s that revolutionaries who successfully lead complex change come in all shapes and sizes. But they typically share some key characteristics, namely:
- Results orientation
- Intellectual curiosity
- Optimism
- Self-confidence
- Ambition
As is the case with the agency vs. ambivalence battle, the important thing is to have these traits in the right doses. Too much, or too little, of any of the five can have serious repercussions for your change initiative.
So if you are, or will be, leading any type of transformational change anytime soon, it’s a good idea to see where you weigh in, and to consider if you might need to step up, or moderate, any of your attributes to better prepare yourself for the monumental task at hand.
Here’s a closer look at how these traits come into play:
1.) Results orientation—The drive to get things done.
In a healthy state, results orientation helps leaders maintain the level of determination and perseverance needed to make an initiative happen without dropping the ball on current commitments and performance targets. It keeps leaders focused on outcomes and motivates decision-making. But when overplayed, results orientation can cause leaders to become too hasty. They trade solid, sound decision-making for the instant gratification that comes from solutions that are quicker, but likely not as optimal. The other challenge with excessive results orientation is the wake of bodies a leader leaves behind, running over anyone in their way. On the other hand, when leaders lack a sufficient degree of results orientation, initiatives can drag on indefinitely, often to a permanent state of incompletion. In these instances, associates stop taking their leader seriously. The entire initiative loses credibility, and it is likely to die a quiet death.
2.) Intellectual curiosity—Imagining how things might be different.
The intellectually curious leader is gifted in imagining many possible alternatives to what currently exists. They can explore options for “next” that allow them to build a path forward. But just as curiosity killed the cat, it can also kill a change initiative if it goes into overdrive, and leaders start pursuing change simply for the sake of change, with no other clear purpose. Leaders need to make sure they stay grounded in reality and that they keep change on track toward a clearly defined goal. But be careful not to limit curiosity too much. Without enough “what if-ing,” leaders may only come up with minor modifications to existing issues needing deeper change, which may prove to make things worse when significant effort feels wasted by those involved.
3.) Optimism –Maintaining a hopeful, positive perspective during risky change.
Big change means big turmoil and big stress. Nobody’s going to follow a leader through all those headaches if the leader isn’t positive about the fact that things will be much better once the organization gets to the other side. Leaders must stay upbeat, and when they do, their enthusiasm is contagious . . . as long as that enthusiasm is tempered with a healthy dose of reality. Leaders do need to honestly and openly address the obstacles that might impede progress. If they turn a blind eye, and optimism turns into naïveté, the workforce can become doubtful and cynical, concluding that their leader is out of touch. Too little optimism drains hope from the change, and leaders whose negativity toxifies the organization make little progress toward real change.
4.) Self-confidence—Believing in the ability to influence the organization in a positive way.
An “I can do this” attitude is critical for leaders launching change initiatives. The reality is that large, complex initiatives often require difficult decisions that are unpopular when implemented. That’s going to come back on the leader who has to make the tough calls. Confident leaders are able to withstand the feelings of alienation and rejection that accompany such decisions. Without confidence, these leaders may cave in to the pressures from others to leave things as they are, or to shape the change in a way that is convenient or advantageous to others. But, just as leaders need to stand up for their convictions, they also must guard against overconfidence by continually including others in their decisions and listening closely to messages of caution or warning. If leaders begin to think they can do no wrong, they will probably alienate and offend the people they are supposed to lead. Leaders must strike a balance between second-guessing themselves and ignoring potential flaws in their thinking or shortcomings in their ability to influence.
5.) Ambition—The need to succeed.
Drive is a must-have when leading change. Without enough of it, leaders can be easily discouraged by difficult obstacles that surface during the initiative, and they will likely end up taking the path of least resistance. But too much ambition can cloud a leader’s judgment. The greatest pitfall for leaders here is becoming more driven by their own personal gains than by the benefits to the company. The best leaders stay focused on the greater good for their organization, and they are sure to include others in the recognition for achieving their goals.
As you gear up for your next major change, think about where you rank with each of these characteristics. Make adjustments to your natural proclivities in these five areas before you begin leading change. You will find it to be well worth the effort. Your commitment to preparing yourself for change will set the stage for your organization and will inspire others to be more committed to not just your change, but theirs as well.