Create a Climate for Change

 

To create a climate for change a leader needs to do several things, but the first thing they must do is to inspire the organization through the sharing of his vision (Kaplan & Norton, 2001).

 

 I believe that people are much more inclined to follow an idea much more quickly than a set of objectives. However, I have found that when a leader shares a compelling vision, it is amazing how those who follow buy into the processes that make up the strategy to carry out the vision.

Following my own method of empowering people to carry out the organizational strategy, the decentralization of power (Kaplan & Norton, 2001), with the right process measurements, can create a climate conducive to change. 

 

A big key to creating and maintaining change is when the leadership paints a vivid picture of a preferable future, and does so respecting the value systems of those within the organization.

The setting of goals that almost seem unreachable tends to help keep people focused on the “Big Picture” to maintain the change climate (Kaplan & Norton, 2001). 

 

Refusal to buy into strategies that are meant to align organizations could be the primary obstacle to actually achieving alignment. The refusal to buy in is often a symptom of poor communication between executive level people and those they lead. Even if the communication is good, not employing an adequate implementation strategy of measurement system can create road-blocks to successful alignment (Kaplan & Norton, 2006) and (Kaplan & Norton, 2001).  Measurements used when trying to implement change should focus on the process (how things are progressing) and not so much on outcomes (Kaplan & Norton, 2006) because in order to change there can be a need to make changes to the change strategy. Other obstacles could include poor leadership, uninspiring leadership, untrustworthy leadership, and many other negative aspects the leader might exhibit.

If a leader is suspect (not trustworthy, not likable, not whatever), but their vision is compelling, would you follow them?

 

Do you accept good ideas from people you really do not like?

 

Have you ever followed someone blindly and were pleased with the outcome?

 

Kaplan, R., & Norton, D. (2006). Alignment. Boston: Harvard Business School Press.

Kaplan, R., & Norton, D. (2001). The Strategy-Focused Organization. Boston: Harvard Business School Press.

 

TJ