Archive: Changing Leaders and Leading Change
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In today’s 24/7 business world, stability is a short-lived state which can make leadership transitions, succession planning and organizational transformations very complex events. In most industries and companies, from large multi-national corporations to small, family owned businesses — heightened competition has concentrated management’s attention on something that in the past, might have been easier to delay or avoid: change. Exchanges of responsibilities, instituting a new and/or different leadership style, or making changes in strategic direction contain any number of challenges, primarily because they happen in real time with no stoppage in the organization’s day-to-day activities.
Given that, incoming leaders must move quickly to create consensus among the leadership team in terms of skills, strategies, systems and structure. They eventually have to build their own team and establish good working relationships with their subordinates. It is important that they assess inherited talent and understand which gaps can be filled by developing existing talent and which have to be closed by recruiting new talent. In these types of major transformations, once the torch has been passed, new leaders typically turn their attention to devising what they believe are the best strategic and tactical plans. But to really be successful, they also must develop a good understanding of the human side of change management – the alignment of the company’s culture, values, people and behaviors -- to encourage the desired results. Leadership teams that fail to plan for the human side of change often find themselves asking why their best-laid plans have gone awry. While there is no one methodology that is better than another as the new leader embarks on driving change, it is important that they follow a baseline set of practices that can be adapted to a variety of situations. Any significant transformation creates “people issues.” A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and managers — should be developed early and adapted often as change moves through the organization. That change obviously starts at the top, but certainly can be unsettling for people at all levels of an organization, as they see it coming. All eyes will turn to the CEO and the leadership team for strength, support and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the organization. Chris Bilotta is the co-owner of Resource Development Company, Inc. RDC provides retained search services working with growth-oriented companies across various industries. To contact Chris, call or email him at 215-628-2293 or chrisb@rdcinc.com. Pinnacle Group is proud to have Resource Development Company, Inc. as a Preferred Partner.
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Is your organization on track for change? Are you ready for change Change will find you and impact your organization. Readiness for change is essential to stay competitive today. Recognize that the market rules our organizations and that it will drive your success or failure. To be successful capitalizing on change, consider the following approach:
For information on how Pinnacle Group can prepare your organization for change or to help manage change within your organization, please contact Therese Williams at 484.636.0027 x111 or twilliams@pinnaclegroupbrs.com.
Preferred Partner Update: Pinnacle Group is proud to partner with six outstanding companies. Pinnacle Group has worked closely with each of these companies and is proud to recommend their services. Learn more about Pinnacle Group’s Preferred Partners and their businesses at pinnaclegroupbrs.com/partners.html Should you want additional information about any of the Partners or a personal introduction, contact Tricia Cellucci at pcellucci@pinnaclegroupbrs.com or 484.636.0027 extension 117.
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