Good Leaders Do Not Manage Change……They Lead Change!

As I mentioned in my last blog, I have had several interesting consulting engagements recently and they have provided me some great experiences to share via this blog. I guess it just makes sense that most business leaders ask for consulting help because they are struggling with some type of change that they feel is needed or in further definition or implementation of that change. When I hear business leaders or their senior teams talking about change like a project, it always causes me to focus first on getting those business leaders to understand that change is not a project like a business IT system upgrade.

I recently had a consulting opportunity where the CEO was very clear on most of the changes his business needed to make both organizationally as well as operationally. His issue was not understanding what was needed but it was clear that his problem was not knowing how to really lead his business/team to accomplish the changes necessary. One of the biggest issues with his approach to change was that he expected it to have a beginning and an end. Great businesses are lead by great leaders and great leaders are clear that change is a constant event with no beginning and end, especially when it comes to organizational competence and operating efficiency. So, I hope you can get why I feel so strongly as the title of this blog says, you have to continually lead change versus building teams, projects and organizations to manage change.

I guess you could argue that some changes are managed such as restructuring or expansions but when you talk about growth, development or fulfilling a vision those long term changes must be led not managed. Leaders who believe that change is a constant leadership challenge will always get the most from their efforts.

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Business Success Starts and Ends with the Strength of the Organization, a Reality All Too Often Overlooked

Randy Dobbs Leadership Blog
I have been very busy over the course of the last two months with a number of new business consulting opportunities. The size of the companies involved has been from several million dollars in revenue to those well over one hundred million dollars in revenue. We have discussed broad strategic issues in each of the businesses including market competition, price opportunities, operating efficiencies, communication, service offerings for re-occuring revenue streams and a host of other initiatives. The interesting thing in all of this is how quickly we come back on each issue to the current personnel, the capability/capacity of those folks and the need to identify ways to grow, recruit and/or develop stronger personnel solutions for the needs of the business going forward. I could write about many examples in detail but I want to use one ongoing activity that really re-enforces the title of this blog.

I am working directly with the CEO of a very fast growing business that has to find ways to both continue to grow the organization dramatically, serve the customer flawlessly despite record growth, protect price and margin via best in class performance and control the cost efficiency of this very fast growing enterprise. I know this sounds like a great problem to have for many of my readers but it as challenging a situation as you can have because a few missteps and the business never gets these opportunities again. When you think about these challenges, I can not help but ask first about the organizational competence/teamwork at the CEO level of direct reports and then their direct reports. I always ask this question by asking for the rating of this leadership team as a “A”, “B” or “C” player. My definition of these ratings is “A” player –capable of moving two levels up in the organization, “B” player–capable of moving up one level in the organization or executing equally as well in a lateral move and “C” player–not performing to job standard and hurting the overall effectiveness of the organization. Typically, I have been taught to believe that you should have about 10 to 15% “A’s”, 10-15% “C’s” and the balance are “B’s” at various levels of performance in that broad spectrum. I believe this is critical to know and confront honestly in your existing organization because if you can not understand and act on your current weaknesses as well as know where to focus on promoting valuable personnel, how can you ever plan, coach, hire and mentor for success especially in a growth business.

The CEO of this particular business completed this analysis during the December timeframe and we then had a six hour dialogue about the current team, the organization structure, the team dynamics, action plans for the “C” players and promotion opportunity for a couple of “A” players as the business moves forward in the critical performance year ahead. I am extremely excited that this CEO did his homework with brutal honesty and he is now preparing for changes, communication and organizational developmental moves that will drive business success in 2012 and I believe business greatness in the years beyond that! There is simply no way to move a business forward in its overall performance without this work being organizational reality work being done year in and year out as the cornerstone of the business.

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Good Leaders Do Not Manage Change……They Lead Change!

As I mentioned in my last blog, I have had several interesting consulting engagements recently and they have provided me some great experiences to … [Read More...]

Motivational Leadership Speaking Motivational Leadership SpeakingRandy continues to be an exciting motivational leadership speaker, which has been his passion for over 25 years. He honed his skill as a motivational speaker and business coach working at GE under the tutelage of Jack Welch. From line supervisor to President & CEO, Randy has successfully lead individuals through his specific motivational methods that produce tangible results. Randy is personable, authentic, and driven. He has a speaking ability that motivates and energizes individuals to achieve beyond their potential.
Executive Leadership Mentoring Executive Mentoring & Leadership ConsultingRandy Dobbs is a proven CEO with strong operational/execution skills who has demonstrated success in fix-it situations. Randy has been a mentor for over 30 years helping individuals, senior leaders, to CEO’s at GE, Phillips Medical, USIS and wcasportfolio companies. Randy was trained in mentoring while at GE and subsequently pushed to train all the top leaders in Philips and USIS while implementing mentor programs at both organizations.Randy mentors/coaches CEO’s and some of their direct reports today in his current role.
Buy Randy’s book “Transformational Leadership” Transformational Leadership

Sharing personal experience and practical business blueprints, Dobbs takes the reader on a journey through the transformational process. Leaders working in organizations of various sizes--and facing diverse challenges and opportunities--will find Dobbs' ideas transformative, personally as well as professionally. This is a book for persons who want to be change agents within their respective organizations. It is for all who want to make a difference for themselves and their coworkers.