Page 228 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role
P. 228
From Resistance to Renewal 213
daily basis, they are accountable for the performance of the people doing the
work. Accordingly, they need to be fully involved in renewal. When you think
that you have integrated them into your plans, go one step further. Involve,
inform, listen, recognize, and reward them frequently. If they haven’t inter-
nalized their commitment, if they talk about “they” and “you” rather than “we”
and “our,” expect breakdowns in the renewal process.
Inappropriate Levels of Expectation
Changing the way things are—the culture, policies, and procedures—takes
time. Short-term “highs” can be experienced in training courses, retreats, work
team meetings, and individual and group problem-solving sessions. But you
are seeking longer-lasting results. Depending on the issues uncovered during
the diagnostic process, it takes anywhere from 6 to 12 months and sometimes
longer to see results that can be sustained. Set goals just out of reach but not
out of sight. Organizations that stretch are organizations that grow.
Anticipating the Politics of Change
Politics are part of any organization. University professors lobby for tenure,
special research projects and grants, and preferred teaching schedules. Exec-
utives jockey for promotions and assignments to key task forces. Airline flight
crews want favorite routes and departure times. Teachers and school admin-
istrators lobby for assignments to better schools, classes, and rosters. Politics
is the process of ensuring, in a human organization brimming with feelings,
perceptions, and competing needs, that you get what you want (hopefully not
at the expense of others).
For the leader moving up, there are numerous opportunities to take advan-
tage of the political environment. However, the road to political success is
strewn with obstacles that can derail your career. Perceptions that change is
imminent and the aftershocks of new leadership often heighten political
behavior. People jockey to gain influence over resources, decisions, and per-
ceptions. The early and continued influencing of people is of prime impor-
tance from the announcement of your appointment.
Earlier we talked about a new general manager who, within a few days of
starting his new position, was totally engulfed in public and private controversy.
His inability to manage the politics of his position inevitably led to his early exit.
Routinely assume that political forces are at work. Never assume that being
a solid manager or leader and a strong performer alone will result in your