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In this episode I break down the first type of transformation, organizational change. We talk about the 4 types of org changes and what that looks like, and the critical role of the transformation office. I break down the roles and what each bring to the transformation effort, and how you, as an executive and sponsor play a role in transformation success.
Fully captioned videos are available on YouTube
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I was recently approached by a friend who is an operations leader at a multi-billion-dollar global media company asking about what else… change! Her organization has a huge change on the horizon, and she asked me for some practical advice.
The biggest learning? That the skills you learn as a progressive and effective organizational leader are not the same as the skills you need to lead change! So, If you're a manager, leader, or new change manager you've probably heard this term tossed around. In this episode I break down what org transformation is, and what the different kinds are. We get into the role of change leadership vs. change management and how different types of transformation require different skills. Fully captioned videos are available on YouTube
I like to describe what is happening right now as “waiting for the other shoe to drop”. Houston, we have a problem, and that problem is in the workplace, or rather, that people are not going back to brick-and-mortar offices the way they did before. This is a big problem for some leaders and companies, and those who have not managed to adjust to this sea change in our broader culture, are struggling.
So what are we seeing? Companies who have resisted this change are grasping at straws. Enter, the Employee Engagement survey. While on the surface engagement looks like a solution, it is, in effect, not the problem. The problem is multi-faceted. I get into a bit more about what is happening, why, and how modern organizations are not handling this change well, and how to do better. As an aside, I discuss why low engagement is not a big problem for change and why. Fully captioned videos are available on YouTube References: Trying to understand Quiet Quitting Pushing Back on the Return to Office at Apple An example of how people are getting this wrong
With great power, comes great influence, but how can you tell who has power and who doesn’t? Sometimes deciphering these intricacies is very difficult.
Status markers and power distance are two ways to look at this. Power distance is another way that culture and power intersect as it governs how people interact with those who have power, and how the powerful, likewise, interact with the people. Status markers are culture and context dependent. This also drives what I talk about when I ask “what and who get rewarded in an organization?” How we view status and the markers of status drive the underlying power dynamics. This is a difficult one for leaders to understand – it is both what you find important, and what the collective or organization finds important. You may think you won’t have to change as a leader, but you will. I talk through several examples of how I’ve seen this play out and what this all means for leaders of change. Fully captioned videos are available on YouTube References:
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AuthorNatalia Lobach is the founder and principal of Charthouse Advisory Services Archives
November 2022
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