Write-up and share your point of view. While what you have in mind may seem clear to you, it likely is not yet to others. Writing about what you want to happen forces you to work out the logical progression of thought and to fill in the details to tell the story in a way others can understand. Share what you write with others to test for clarity and ask for help to make it clearer.
Focus on value.
Emphasize the business value your change would generate in terms others, especially those in positions of authority, can understand and appreciate.
Set the context for change.
Use the change framework to explain how what you have in mind to change exists today, why it needs to change, how it will be in the future, what must be done to get from here to there, and what will be difficult about effecting the change.
A follower makes a leader. The relationship between leader and followers (i.e., the way the connection between leader and follower works, not just the state of being leader and follower) has changed. Leaders used to command-and-control workers, who were seen to be basically lazy, having to be told exactly what to do, and motivated only by security and money. Leaders had top-down authority and a tight rein on workers who could not be trusted to do good work without control.
A more democratic model eventually emerged. Workers were seen as responsible and motivated to do a good job, even without tight controls, punishment, and reward. This led to a less rigid leader-follower relationship, one more focused on creating happier, productive workers. The tools for doing that, however, have not been clear.
Have you ever noticed how helpful it is to test-run your messaging by others you know and trust will provide honest helpful advice and suggestions?
Have you ever been asked to provide a reaction and found it easy to take a few minutes to listen, think, develop a point of view, and then share it?
Such is the power of a like-minded crowd. There is plenty of both need and competent capacity to provide value.
At any given moment, of the hundreds of people who have developed, taught, learned, and used IntelliVen content, a few have the time and inclination to help a compatriot in need. Many of you have encouraged us to further facilitate such exchanges and that is exactly what we aim to do with the IntelliVen Learning Community (ILC).
There is now a featured post at the top of the IntelliVen LinkedIn Company Page called Ask the Learning Community. Every Friday we will post a question or situation submitted by an ILC member. You are invited to enter a comment to share your reaction, suggestions, experience, wisdom, and/or resources.
Leaders set direction, align resources, and motivate action as suggested by the panels in Figure 1. Another way to put it is that a leader develops, holds, nurtures, communicates, and drives to achieve a vision.
As in Figure 2, it helps to think of the leader holding a map, like Harry Potter’s Marauder’s map that is always changing, making sense of it, and navigating the course with those led looking on over the shoulders. The best leaders constantly check with their top team to confirm that they are headed toward the same goals, in the same way, and for the same reasons.
Alumnus Pete Merzbacher’s Philly Bread Named One of 100 Fastest Growing Inner-City Businesses
“They’ve always been honest with me. They don’t tell me what I want to hear, they tell me what I need to hear…I needed someone to help me through the difficult business problems, and Peter B and Peter D were always there to help.”