‘Cultural change is fundamentally about behavioral change.’
‘It’s worth noting that the focus should not be on persuading people but rather on ‘understanding before being understood.’
‘By conciously choosing your words, you can guide the narrative in a way that feels intuitive and less aversive. The exact wording that you use, whether change, movement, or something else, depends on the context and culture of your organization.’
‘By engaging with employees, customers, and other stakeholders, leaders can gain valuable insights into how the change is perceived by and will impact various groups that can be used to identify potential roadblocks.’
‘When senior leaders (as with other stakeholders) don’t understand the purpose of the change, they’re less likely to get behind it, leading to a lack of sponsorship, engagement, and role-modeling.’
‘Employees who feel valued and invested in are more likely to embrace change, making the change process smoother and more effective.’
Source
Beirem Ben Barrah and Philip Jordanov (2024). The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change
‘Incoming executives inherit many forms of organization that were designed to serve the needs of their predecessor. To both effectively manage your time and move forward on your priorities, it’s imperative to think through the configuration of direct and indirect reports you want in your organization, along with the capabilities and roles that you choose to elevate or demote.’
‘Framing your plan- even if it changes over time- is a useful step to thinking through how you will accomplish critical objectives. … An effective plan not only considers what you must accomplish at work, but also what you want to personally accomplish and do.’
‘Sponsorship is an essential responsibility of C-suite leaders. … Successful sponsorship often requires focus, planning, commitments, and communications to generate a tangible impact.’
‘Time, talent, relationships, and transformation are the four pillars of effective transitions.’
‘During transitions, incoming leaders must effectively gauge the prevailing corporate culture.’
‘For incoming executives, the pathway to improving company performance can entail significant change initiatives. … A starting point to improve the odds of success is to systematically anticipate and prioritize the risks that are most likely to impede the realization of the project.’
‘Focusing on constraints, uncertainties, disruption, scaling- and halting activities that are no longer impactful- can help transitioning executives swiftly make choices that can frame opportunities for transformation that drives a meaningful boost in performance.’
‘Careful due diligence of leadership’s working style before taking on a new role can help executives avoid dysfunctional environments.’
‘Incoming executives are usually hired to improve performance and drive change. Delivering this change may require the consent and support of other key executives. Exercising influence to build support for change may range from initiating conversations that leverage likeability, to trading influence currencies, to aligning stakeholder commitments and actions to your projects.’
‘Working through the communication cascade early in the transition with a specialist can help you clarify your asks of them.’
‘Incoming executives must establish effective stakeholder relationships.’
Source:
Ajit Kambil (2023). The Leadership Accelerator: The Playbook for Transitioning into Your New Executive Role
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