Page 135 - Fearless Leadership

122 FEARLESS LEADERSHIP

Changing the Organization vs Transforming the Organization
Changing the Organization
Transforming the Organization
Pursue business results first; Build strong working relationships
relationships last: to guarantee business results:
“We’ll work on culture and building a How leaders work together—their rela-
constructive work environment after tionships with each other and the organi-
everything else is done, if there’s still time zation—is the foundation for business
and money.” results and success. When you build
aligned teams and leaders, business chal-
lenges and opportunities are resolved
with speed and efficiency.
Launch more initiatives: Expand context and capability:
“After we complete these initiatives, we People are change fatigued and resistant
can start new ones to fix other problems.” to more initiatives. However, they are
energized and replenished when they
have a compelling context and a method-
ology that expands their personal capabil-
ity and effectiveness.

Accept relationships of convenience: Build committed partnerships:
“You don’t have to be friends with people Committed partnerships connect people
to do your job. Just do what needs to be and give them energy and ability to
done, and work around people who get influence change. People stand for the
in your way.” success of one another, eliminate silos,
and embrace enterprise thinking. They act
with urgency and tackle the organization’s
greatest challenges.
Stay aloof to maintain objectivity: Emotionally connect with people:
“As a leader, I need to keep a distance People want to emotionally connect with
from people to maintain my objectivity leaders, and they have respect for leaders
and be strong for them.” who are courageous in taking accountabil-
ity for their impact and mistakes. Leaders
who openly confront and discuss their
blind spots are perceived as authentic,
transparent, and accessible.

Convince people with logic or fear Inspire people by engaging them
tactics: emotionally and intellectually:
“I need to make a case with people so Fear paralyzes most people and prevents
they are convinced that I’m right. If they them from acting. Likewise, attempting
don’t line up behind my point of view, to convince others with logic does not
inspire people to do more and reach
I make sure they are aware of the
higher. You must reconnect people to one
consequences.”
another, the organization, and the grand
mission. When people are emotionally
and intellectually engaged, they choose
to give their discretionary effort.

EXHIBIT 5-1: Changing the Organization versus Transforming
the Organization