Page 220 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

From Resistance to Renewal 205

3. Apply diagnostic problem solving. As described in earlier chapters, peo-
ple gain the best results when they work together on their organizational
growth targets. A finely tuned diagnostic process will point you in the right
directions. Identify and know what information you need. Devise effective and
appropriate ways to identify your organizational and business needs, and then
sight your vision and goals.

4. Focus on changing norms and culture as a primary means to achieve
desired resu1ts. In the long run your results will come when people’s attitudes,
behaviors, and actions have changed.

5. View your organization as a dynamic system. Realize that activity, deci-
sions, or problems affecting one area or person will almost surely affect other
functions and individuals.

6. Use positive tension and pressure. Tension is essential for initiating and
managing the movement toward change. The concept of positive tension, as
mentioned earlier, is based on psychological principles that have been known
for years—cognitive dissonance, discrepancy theory, gap theory, or structural
tension. When people perceive a discrepancy or gap between an ideal situa-
tion that they value highly (for example, I really want to be valued by my team)
and the reality of what is (they see me as passive, unhelpful), they will be moti-
vated to change their behavior to achieve the desired state.
The organizational principle of positive tension is potent and releases enor-
mous energy. When responsible employees, especially those who have high
levels of influence with their peers and others, identify changes that will build
a better place to work, you will have begun to build positive tension. They will
want to reduce the gap between the way things are and the way they could be.
A fabric of small groups woven together through collaborative effort is cre-
ated, and the result becomes goals that are individually and organizationally
attainable, valuable, and rewarding to individuals within the organization.

7. View the role of the leader as catalyst, facilitator, decision maker, vision-
ary, and leader of momentum. This is the essence of moving up successfully
and thriving as a new leader. It is also basic if planned change is to occur dur-
ing the first year in your new role. The role is challenging and exciting.