Page 284 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

258 What Type of Leader Are You?

groups; setting up formal and informal participation structures,
and encouraging involvement by clarifying when input is helpful
and when it can’t be utilized; listening to feedback and demon-
strating publicly how and when input is being used; and helping
people deal with the attachment and loss that is a natural part of
change.

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Component 6: Designing the Future
Organization and Anchoring the Change
This requires articulating what the change will achieve and why
this is important; engaging others in honest dialogue about the
change; basing the future organizational design on a rigorous
root cause analysis of the current situation and the identified
vision for the change; creating design criteria for each element
of the future organization in sufficient detail to allow smooth
implementation, making sure that all elements support one
another; understanding and communicating whether the change
is developmental (i.e., small and incremental), transitional
(medium to large, without shifts in culture or paradigms), or
transformative (fundamental shifts in culture, paradigms, and
work); specifying which parts of the organization will be directly
and indirectly affected by the change; making the change sus-
tainable by highlighting short-term wins and long-term gains; and
anchoring the change in the new organization through culture
change, reinforcement of changed structures and systems, and
continuous communication.

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