Tag Archives: leading change

What’s the Driving Force Behind Engagement?

April 26, 2023Change Leadership, Foundations for Changebuy-in, change, change leadership, change management, engagement, leading change, meaningful engagement, organization change, organizational changeGary Frank

In my previous post Meaningful Engagement vs. Buy-In: What's the Difference and Why Should I Care?, I posed two questions.

“… why do we continue to manage change in ways that do not truly engage people and foster conditions where “meaningful engagement” can occur commonly?
Why do we continue to settle for “buy-in” when we want and actually need much more?"

I suggested five reasons why many organizations settle for buy-in rather than aspire to meaningful engagement. I refer you to the previous post for the specifics (Buy-In vs. Engagement: What’s the Difference and Why Should I Care?). Briefly, though, I argued that buy-in more often triumphs as the objective of change management because it doesn’t require the same level of leader or manager commitment that meaningful engagement does. Aiming for buy-in just doesn’t demand as much time and effort and, in the end, unfortunately, expedience wins.

BUT, and it’s a big but, I argued that tacit buy-in doesn’t produce nearly as much commitment as meaningful engagement and the co-creation of change can. Done right, meaningful engagement in organizational change has the potential to:

Strengthen everyone’s understanding of the need for and direction of change
Deepen commitment to the change process and objectives
Stimulate co-creation of solutions
Build business literacy and other important business skills
Accelerate the pace of change, and
Propel the change beyond the envisioned outcome

In this post, we’ll continue this exploration of meaningful engagement and pose two additional questions.

How does meaningful engagement produce more than simple buy-in?
What are the dynamics at work?

Continue reading →

The Promise of Change Management as an Unconscious Competence

August 1, 2022Change Management Competencychange management competence, evolution of change, innovating change, leading change, organizational changeGary Frank

This is the last of four posts exploring change management as an unconscious competence. In the first post (What If Change Management Were An Unconscious Competence? ), I presented the four stages of competence model and used it as a lens to consider the state of organizational change management ability. I observed that Stage Four organizations – ones where change management has evolved to the level of an unconscious competence – are rare but do exist.

In the second post (Change Management Evolved), I explored what we would see if we were to encounter a Stage Four organization. In the third post (Change Management as Unconscious Competence: What Does It Take to Get There?), I presented what I believe are the essential elements required to develop Stage Four competence.

In this fourth and last post, I look at what Stage Four change management competence can produce and why this level of change competence should be the aspiration of every organization. Continue reading →

Change Management as Unconscious Competence: What Does It Take to Get There?

February 6, 2022Change Leadership, Change Management, Change Management Competency, Engagementalignment, change leadership, change management competency, evolution of change, innovation, leading change, organizational changeGary Frank

This is the third of four posts exploring the possibility of change management as an unconscious competence. In the first post (What If Change Management Were An Unconscious Competence? ), I presented the four stages of competence model and used it as a lens to consider the state of organizational change management ability. I observed that Stage Four organizations – ones where change management has evolved to the level of an unconscious competence – are rare but do exist.

In the second post (Change Management Evolved), I explored what we would see if we were to encounter a Stage Four organization. In this post, I will present what I believe it takes to develop Stage Four competency.

Like any form of superior human achievement, reaching Stage Four requires effort and discipline. Superior achievement doesn’t happen by chance. Additionally, however, in an organizational setting where many people in different units are involved, there are other elements that must be added to effort and discipline to complete the formula. I have identified six such elements that help to make Stage Four attainable. Continue reading →

Change Management Evolved

November 2, 2021Change Leadership, Change Management, Change Management Competencyalignment, change leadership, evolution of change, innovation, leading change, organizational changeGary Frank

This is the second of four posts exploring the possibility of change management as an unconscious competence. In the first post (What If Change Management Were An Unconscious Competence?), I presented the four stages of competence model and used it as a lens to consider the state of organizational change management ability. I observed that, in my experience, Stage Four organizations – ones where change management has evolved to the level of an unconscious competence – are uncommon but do exist. These are organizations that have purposefully committed the time, resources, and effort to establish a cultural context that enables change management competency at this level.

Let’s push the exploration further. If you or I were to encounter a Stage Four organization – one where change management is a highly evolved competency – what would we learn and see? Continue reading →

Leading Change in the Middle

April 6, 2016Change Leadershipbecoming an effective change leader, change leadership, change management, communication, leading change, organizational changeGary Frank

Leading change is challenging enough even when your job title is President or Chief Executive Officer. However, when your title isn’t President or Chief anything and you lead in the mid-level of your organization, leading change is even more challenging. That’s because:

YOU didn’t get to decide on the change
YOU didn’t get to set the vision
YOU may or may not have been involved in developing the change plan or the messaging
But YOU ARE expected to execute the change for the unit you lead

What can you do to lead change effectively in the middle? Continue reading →

Leading Change: The Special Case of the Middle Manager

September 29, 2015Change Leadershipchange, leading change, middle manager, organizational changeGary Frank

Leading change is too difficult and complicated to accomplish alone. It requires a support network to augment your personal sponsorship and direct leadership. Much has been written about building an effective sponsor network and it’s all relevant and true. However, there is a significant resource at your disposal that is often over-looked and untapped.

Continue reading →

What Does It Take to Lead Change?

September 4, 2015Change Leadershipalignment, change leadership, communicating change, impact of change, leadership, leading change, organizational change, urgency, visionGary Frank

In today’s world, the pace of organizational change has increased dramatically and there’s no end in sight. This pace is being driven by escalating competition, globalization (including emerging economies like BRICS), the pace of technical innovation, and the demand for ever-increasing improvement in performance. Ultimately, this means that leaders have to execute change in timeframes that are increasingly shorter.

Given this challenging set of circumstances, what’s a leader to do?

Continue reading →