I know what people mean by the phrase “change management,” but the truth is that you can’t manage change for others. You can give people new or better information. You can offer perspectives. You can provide examples and model behaviors. These are the direct actions you take which indirectly influence people to change their behaviors.
Despite generations of fervent wishing by leaders in every situation imaginable, we cannot directly control or manage these critical elements in others:
- Trust
- Mindsets
- Creative contributions
- Engagement
Let’s go further. The bigger the gap between cause and effect, the more consistency matters.
Leader-induced fear and threats can produce gains over short times (or short project distances). No other relationship power other than positional authority is required. My observation is that everything created under these circumstances carries its own built-in “kill switch.” Coercion works to a point, then the results crumble swiftly.
Love, inspiration, and modeling – all done consistently – are the investment which can sustain a long-term, long-distance result.
Fostering a set of changed behaviors in a group is difficult. It’s important, especially in the most frustrating moments on the long journey, to remind yourself about the difference between “responsible to” and “responsible for.” Do everything in your power to fulfill your “responsible to” obligations. Be at peace with yourself when the changes are slow; take a steady-on posture.
