The answers to the change leadership question in behavioral terms are as follows:
- Decide when it is time for your unit to change. In order to be successful today and tomorrow. Decide it is time to change by looking at your unit’s performance vs. either corporate requirements or benchmark standards.
- Set a concrete performance goal that is reachable for your unit … and set the goal in today’s production terms (if today, your unit makes a non-competitive 12 widgets per hour, set the goal of being able to make 16 widgets per hour this time next year).
- Directly communicate your expectation that the change will happen. This means saying it clearly and often to your entire unit.
- Take an active role in the architecture of change. That is, get into the discussion of how the needed change might be accomplished.
- Lead reviews of progress toward the goal. That means you call the review meetings, you run the meetings, and you ensure that the change moves ahead.
- Don’t quit or give up until your goals and expectations are met.
- Ensure real consequences for all who work on the change. Provide extra credit to those who enable the needed change.
- And finally, don’t even think about delegating your change leadership responsibility to anybody!! Delegation means “death” to change!