What Is Change Leadership? | Richardson Blog
We all know that the world is becoming more volatile and uncertain and how organisations respond needs to be quicker, more creative and adaptable than ever before. As a leader you may know a lot about how to land change as a project, but may be frustrated

We all know that the world is becoming more volatile and uncertain and how organisations respond needs to be quicker, more creative and adaptable than ever before. As a leader you may know a lot about how to land change as a project, but may be frustrated that despite all your skill and best intentions, changes don’t seem to bring the benefits your organisation is looking for. Numerous books and programmes out there seem to give answers; the ‘how to’ of change leadership. But change leadership in this complex world is less about finding answers and more about asking the right questions.

This practical programme explores what’s really going on underneath the surface during change and examines ways that you can influence those dynamics. One of the key frameworks we use is Adaptive Leadership, based on the work of Heifetz and Laurie (Heifetz, 2001), with 30 years’ worth of research behind it. These deceptively simple principles help you as a leader to ask the right questions, and start to work collaboratively to find good enough answers to move you on a step. This is not a quick fix, but it will give you a much deeper understanding of what is happening on a number of different levels, with greater confidence to navigate through your organisational change.

To find out more about Roffey Park’s reflections on change, watch our recent webinar entitled “The Myth of Resistance to Change”.

In today’s dynamic business environment, most people don’t talk about change leadership. They talk about change management.

Leadership marries the hardcore business side of change with the emotional side of change – both critical to successful delivery of new strategic imperative. This is a unique and forward-looking approach with proven results.

We all know that the world is becoming more volatile and uncertain and how organisations respond needs to be quicker, more creative and adaptable than ever before. As a leader you may know a lot about how to land change as a project, but may be frustrated that despite all your skill and best intentions, changes don’t seem to bring the benefits your organisation is looking for. Numerous books and programmes out there seem to give answers; the ‘how to’ of change leadership. But change leadership in this complex world is less about finding answers and more about asking the right questions.

This practical programme explores what’s really going on underneath the surface during change and examines ways that you can influence those dynamics. One of the key frameworks we use is Adaptive Leadership, based on the work of Heifetz and Laurie (Heifetz, 2001), with 30 years’ worth of research behind it. These deceptively simple principles help you as a leader to ask the right questions, and start to work collaboratively to find good enough answers to move you on a step. This is not a quick fix, but it will give you a much deeper understanding of what is happening on a number of different levels, with greater confidence to navigate through your organisational change.

To find out more about Roffey Park’s reflections on change, watch our recent webinar entitled “The Myth of Resistance to Change”.

In today’s dynamic business environment, most people don’t talk about change leadership. They talk about change management.

Leadership marries the hardcore business side of change with the emotional side of change – both critical to successful delivery of new strategic imperative. This is a unique and forward-looking approach with proven results.

Is this possible? Research shows that 60–70 percent of all change efforts fail to achieve their desired results, and these dismal success rates have existed for over a decade. Based on our 30 years of helping senior executives lead change, we know that you can increase your success rate to nearly 100 percent.

The answer is not in change management or project management, the two primary methods leaders have used to guide organizational change over this past decade of marginal performance. Both are proven and effective methods for developmental and transitional change, but woefully insufficient for transformational changes. And herein lies the problem: today, most organizations are going through transformation.

You do not need to abandon change and project management; what you need is to carry their best practices forward into a more complete discipline for transformation. We call this discipline conscious change leadership. Conscious change leadership starts with a fundamental shift in how leaders perceive reality. It calls for, and is fueled by, greater self-awareness and a more expansive leadership mind-set and worldview. Without this shift of awareness, leaders are constantly blindsided by the unique human and change process dynamics of transformation. Because they do not see or understand these dynamics, they cannot lead through them.

We all know that the world is becoming more volatile and uncertain and how organisations respond needs to be quicker, more creative and adaptable than ever before. As a leader you may know a lot about how to land change as a project, but may be frustrated that despite all your skill and best intentions, changes don’t seem to bring the benefits your organisation is looking for. Numerous books and programmes out there seem to give answers; the ‘how to’ of change leadership. But change leadership in this complex world is less about finding answers and more about asking the right questions.

This practical programme explores what’s really going on underneath the surface during change and examines ways that you can influence those dynamics. One of the key frameworks we use is Adaptive Leadership, based on the work of Heifetz and Laurie (Heifetz, 2001), with 30 years’ worth of research behind it. These deceptively simple principles help you as a leader to ask the right questions, and start to work collaboratively to find good enough answers to move you on a step. This is not a quick fix, but it will give you a much deeper understanding of what is happening on a number of different levels, with greater confidence to navigate through your organisational change.

To find out more about Roffey Park’s reflections on change, watch our recent webinar entitled “The Myth of Resistance to Change”.

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