We’ve all heard before that change is the only constant in life. Well one of the biggest jobs of a leader is to navigate their team through change. Whether your leadership style is servant-, relationship-, participatory-, or transformational- based (or a combination) leading others to actionable results is an unwieldy task. There is a big gap between pronouncing that change is needed and then actually affecting change. What’s involved? What mindsets are required? Natalie Nixon Principal of Figure 8 Thinking, LLC writing here for Inc.com, asked 6 leaders with a diverse range of leadership styles their perspective on what it takes for a leader to affect change. Here below are their thoughts.
Peter Drucker famously said: “Culture eats strategy for breakfast.” The quote was actually attributed to him and made famous in 2006 by Mark Fields, chief executive at Ford. Twelve years later, it’s corporate-speak for purpose-led and human-centered businesses, and truth is, culture eats strategy for lunch and dinner too. The premise held by Drucker is that a company’s culture will trump any effort by a management team to enforce a strategy that is incompatible with that culture. In the end, it’s culture that wins. Here is one of my favourite writers, Marcel Schwantes, Principal and founder, of Leadership From the Core, writing for Inc on why culture wins.
Great Place to Work — the global research consultancy that partners with Fortune to conduct the annual study of those “best companies” — has already confirmed that trust is the human behavior you cannot afford not to have. It found that 92 percent of employees believe that their managers are people they can trust.
A culture of trust yields higher engagement, happier employees, greater productivity, and higher profits. And it all starts in the brain.
During his tenure, he helped grow the company from 28 stores to over 15,000 stores spanning five continents. He now dedicates a large part of his time to the development and education of future leaders and has been a longtime advocate of Servant Leadership. Behar was asked by Fox how more companies are able to create workplaces where employees’ voices matter and people thrive.
Mentors, you want big box-office for the time you spend outside of that box you call an office on mentoring, right? (See what I did there?) Here’s the mission briefing for becoming a SuperMentor:
What makes somebody credible is your ability to trust them. You determine whether or not I’m credible to you. You really have to build that relationship so you can understand what people want from you.
The performance of your employees is a reflection of your leadership. What does your team’s performance say about you? For many leaders, their team’s performance doesn’t say much.