We live in a time where new approaches are required to achieve social, environmental, economic and organizational change.
The history of change management reminds us that a simple recipe or quick fixes do not work. Our experience with clients has helped us identify themes and patterns, tools and models that help leaders and organizations transform working culture. Change is very difficult. But the fact remains: there are key things that make the process easier, more inspiring and more collaborative.
In our experience, successful change leadership requires the following:
1. Change requires new mindsets, a new shared language.
Understanding the attitudes, values and beliefs of individual and organizational effectiveness is essential to ensure alignment of your people. By embedding a shared language and vocabulary into your day to day experiences, the required change in behavior become more transparent and individuals are in a better position to provide the necessary support and feedback. This supports a shared leadership approach throughout the organization to advance both individual behavior and collective leadership mindsets.
2. Culture follows the leader. Organizational change requires leaders to personally transform and change.
Individual mastery depends on understanding one self, the focus of one’s energy and clarity of a vision for the future. This supports the interplay between individuals development of personal mastery and the development of organizational mastery, deepening the sense of identity that is helpful in the new reality. This commitment to personal change is a fundamental part of their readiness to take on the leadership and management challenges of the people dynamics, culture change and its various strategies.
3. Hidden assumptions regarding attitudes, values and beliefs must be examined and talked about.
Understanding of our mental models, that is, the deeply ingrained assumptions and beliefs that underscore how we view the world and act within it need to be examined to create meaningful change. Team learning and extraordinary results that can only be achieved through team action, and the power of effective dialogue with regards to how behavioral norms exist within old hierarchy, status, authority and control mechanisms. The mental models cannot be at odds with stated goals and strategic direction.
Peak Experiences has a strong and diverse network of associate practitioners and researchers. We engage in programs and projects which focus on personal growth and leadership, organization change and development, and environmental sustainable development.
We enthusiastically invite you to take the journey with us as we move into a future full of promise, potential and possibility. As we move forward let’s remember that by ‘Learning It and Applying It’ — everyone is more successful. We look forward to seeing you at a Peak Experiences program in the near future.
Frank Gallant, President and CEO
firstname.lastname@example.org 902.499.7585 (c)
Craig Kennedy, Senior Associate
email@example.com 902.488.6342 (c)
Michael Coolican, Senior Associate
firstname.lastname@example.org 902.476.2316 (c)
Heather Mayhew, Sustainability Advisor
email@example.com 902.863.1099 (w)
Peak Experiences – The Learning Company
902.482.4506 | firstname.lastname@example.org