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JLBC Enabling change


JLBC Enabling change

Opportunities for innovation exist at every level of an organization,

and leaders must continuously plan change to move forward and stay ahead of competitors. Processes, systems, skills, and competencies can constantly be improved, or the whole business can be moved in an entirely new direction. Leading change requires a sense of balance between priorities and a keen awareness of responses among all stakeholders.

JLBC Balancing priorities

Critical leadership skill is keeping a good balance between short-term improvement and long-term innovation. If you continuously improve at the margins while neglecting strategic innovation, it will lead to organizational myopia and the risk of missing out on the next big trend. Conversely, constant innovation at the core can become counterproductive because people will eventually feel worn out and unwilling to take on yet another new initiative.

How to recognize the stages of adaptation to change

Expectation: anticipation and excitement

Standstill: numbness, disorientation, denial

Maintaining stability

The leader seeks to progress with both short- and long-term change while maintaining equilibrium. This can be a challenge: while most people will quickly accommodate small steps that visibly improve the way things are done, bold strategic innovation requires the leader to inspire people, sometimes for many years, before seeing a return. Before implementing change, discuss its implications with multiple small groups of stakeholders. People should feel free to ask questions and express their concerns. Help people to see what will remain the same—these things can provide an anchor of stability for those who dislike change.

Lack of energy: missing “the old days.”

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