4 Leadership Patterns Which Hinder Innovative Change

•Download as PPTX, PDF•

1 like•1,047 views

Innovation drives the heart of every exceptional business, and successful innovative change relies on effective leadership. In this presentation, we identify and discuss common patterns seen in leaders who hinder innovative change in their organisations.

Business

Innovative Change - Rethinking the Rules:
4 Leadership Patterns Which Hinder
Innovative Change
March 2014

WWW.WISERCHANGE.COM
Leaders must be open to new opportunities,
find ways to be innovative and be willing to
change their own mindsets and behaviours.
© WiserChangeTM – Commercial in Confidence 3

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Unfortunately, leaders often hold themselves and
their organisation back when it comes to making
innovative change.
© WiserChangeTM – Commercial in Confidence 4

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
What blocks these leaders from rethinking the
rules and making innovative change?
© WiserChangeTM – Commercial in Confidence 5

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
A Harvard Business Review article - Stop
Holding Yourself Back - identified 4 common
patterns seen in leaders who hinder innovative
change. We summarise those patterns in the
following slides.
(*Read the HBR article here )
© WiserChangeTM – Commercial in Confidence 6

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Pattern #1 –
Not understanding the definition of leadership.
Leading is not about you, your personal goals or
charisma.
© WiserChangeTM – Commercial in Confidence 7

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Failing to understand that leadership is about
making others better and unlocking innovation in
those individuals is a formula for failure.
This pattern reflects a basic misunderstanding of
the role of leadership.
© WiserChangeTM – Commercial in Confidence 8

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Pattern #2 –
Being distracted by your personal or public image.
Acting like a leader can get in the way of leading.
© WiserChangeTM – Commercial in Confidence 9

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Falling victim to a self-serving image (i.e. The
need to look smart.) gets in the way of learning,
taking risks, and asking for or accepting help.
This pattern limits a leader’s choice of tools and
actions to influence others.
© WiserChangeTM – Commercial in Confidence 10

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Pattern #3 –
Turning competitors into enemies.
Filtering data to serve personal needs hinders
decision-making.
© WiserChangeTM – Commercial in Confidence 11

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Misperceiving behaviours or motives of others
limits leadership, silences open conversations,
and inhibits employee engagement.
This pattern creates an environment of distrust
which results in leaders making the wrong
decisions.
© WiserChangeTM – Commercial in Confidence 12

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Pattern #4 –
Overly waiting for permission from others.
Failing to act without complete buy-in from
stakeholders.
© WiserChangeTM – Commercial in Confidence 13

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
Stalling in order to always seek permission from
the organisation, senior team or the Board before
acting on what one believes is the right thing,
shows a lack of character and audacity.
This pattern leads to missed innovation
opportunities or never embarking on innovative
change in the first place.
© WiserChangeTM – Commercial in Confidence 14

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
How do leaders break free from these patterns,
help their team members flourish and support
their organisations successfully with innovative
change?
© WiserChangeTM – Commercial in Confidence 15

DOWNLOAD YOUR FREE CHANGE PULSE
SURVEY TEMPLATE
We’ll share those answers in our next
presentation - 4 Strategies to Break Leadership
Patterns that Hinder Innovative Change.
© WiserChangeTM – Commercial in Confidence 16

Want to give your change initiatives a better
chance to succeed?
Download Your Free Change Pulse Survey Template
to help you and your team prepare for successful
organisational change.
© WiserChangeTM – Commercial in Confidence

Questions? Contact WiserChange™
If you have questions about innovating change
in your organisation or change management,
please contact the WiserChange™ team.
info@wiserchange.com
P: +61 2 99551212
www.wiserchange.com
Facebook.com/WiserChangeConsulting
Linkedin.com/company/wiserchange
@Wiserchange
Like us on
Connect on
Follow on
© WiserChangeTM – Commercial in Confidence 18

Similar to 4 Leadership Patterns Which Hinder Innovative Change

We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure. Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.

Surviving an Economic Downturn with Talent Optimization | The Predictive Index

The Predictive Index

Leadership Isn't a Solitary Journey Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader. “You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.” It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do. • They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions. • They present a bold vision, one that seems impossible on its face. • They align everything in the enterprise to turn that vision into a reality. • They inspire everyone on their team and in their organization to make that vision happen. So if you are still trying to shoulder the burdens of leadership alone, stop. Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives? Shideh Sedgh Bina Founding Partner, Insigniam Editor in Chief, Insigniam Quarterly

Insigniam Quarterly Winter 2013 - Disruptive Leadership

Insigniam International Management Consulting Firm

Change Management Solutions for Strategic Innovation | Eninrac

seoeninrac

Women In Private Equity Awards Magazine 2015

Cathy Goddard

Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success. In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs. Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.

The First 90 days

GMR Group

What Does Quantum Learning Do Best

Jill Fenton

Success and failure in Organisation Design

AnshumanSingh295

Why choose Managing The Mist?

Managing The Mist

Changing behaviors to_drive_growth_and_performance_pov

Angie McGlamery

Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management! Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.

Ignore middle managers at your peril!!!. Why middle managers hold the key to ...

IQ Business - agility@IQ

Change Agility

Saman Sara

Adoption framework + change leadership

Shannon Adkins

Mastering Change Presentation - Bay Area - July 2011

Ascent Advisor

Entrepreneurial DNA

sohailgondal

Pavan Sriram MART Jan 2015

Pavan Sriram

Wgbp 0128

GlobalBusinessProfessor

Business Management and Leadership - HubPages.com

materialisticya65

summer internship report (qualities of a financial leader) - Copy

Sandeep Nayak

42 deming's 14 points

rehanyosaf

About DNA: Dublin North Agile (DNA for short) is a not-for-profit agile support group. If you're a scrum master, product owner, developer, agile coach, agile leader, or have an interest in agile product delivery, Scrum, Kanban or any agile practices, then this group could be for you. Slack: https://join.slack.com/t/dublin-north-agile/shared_invite/zt-9x5xuakl-nrKJxNTo8mor_LBwWye3GQ Twitter: https://twitter.com/DNAMeetup or LinkedIn: https://www.linkedin.com/company/dublin-north-agile/ About this Event: https://www.meetup.com/dublin-north-agile/events/280011361/ "Bringing Leadership Agility to agile" For an Agile transformation to succeed, an organization not only needs to adopt Agile methods on a widespread scale, it is also essential to develop an agile culture. Overarching both these needs is the need for agile leadership. In this talk you’ll learn a fresh new approach to agile leadership that’s based on years of in-depth research and work with leaders. This approach, called “leadership agility,” says that, yes, agile leaders need to adopt an agile mindset, but there’s a lot more that’s needed. The Leadership Agility approach identifies three predictable levels that leaders can move through in increasing their agility. These levels are based on well-established stages of adult development. These stages are not age-based but instead represent increasing levels of cognitive complexity and emotional intelligence. This talk covers: • The core practice of leadership agility • Four types of agility that today’s leaders need to master • Three “levels” of mastery in developing leadership agility • Tools and methods for developing agile leaders with brief case examples About Bill Joiner: As lead researcher and author for the award-winning book, Leadership Agility, Bill has become one of the world’s foremost thought-leaders on understanding and developing agile leadership. Bill has decades of experience completing successful consulting and coaching projects with companies based in the US, Canada, and Europe. He is founder and CEO of ChangeWise, a firm that partners with senior leaders to transform leadership culture. ChangeWise also provides training for coaches – Agile and otherwise – in the Leadership Agility 360, the Leadership Agility Accelerator, and in Leadership Agility Coaching. Bill earned his Doctorate in Organization and Leadership Development at Harvard. He has authored numerous articles on Leadership Agility.

Dublin North Agile (DNA) Meetup - 1st March 2022 - "Bringing Leadership Agili...

Paddy Corry

Similar to 4 Leadership Patterns Which Hinder Innovative Change (20)

Surviving an Economic Downturn with Talent Optimization | The Predictive Index

Insigniam Quarterly Winter 2013 - Disruptive Leadership

Change Management Solutions for Strategic Innovation | Eninrac

Women In Private Equity Awards Magazine 2015

The First 90 days

What Does Quantum Learning Do Best

Success and failure in Organisation Design

Why choose Managing The Mist?

Changing behaviors to_drive_growth_and_performance_pov

Ignore middle managers at your peril!!!. Why middle managers hold the key to ...

Change Agility

Adoption framework + change leadership

Mastering Change Presentation - Bay Area - July 2011

Entrepreneurial DNA

Pavan Sriram MART Jan 2015

Wgbp 0128

Business Management and Leadership - HubPages.com

summer internship report (qualities of a financial leader) - Copy

42 deming's 14 points

Dublin North Agile (DNA) Meetup - 1st March 2022 - "Bringing Leadership Agili...

Recently uploaded

In the contemporary world, the air cargo industry plays a pivotal role in global trade and commerce. With technological advancements shaping the industry, there is a growing emphasis on sustainable development to minimize environmental impact. This article delves into the realm of air cargo technology and sustainable practices, shedding light on the initiatives and innovations driving the industry towards a greener future. Additionally, Lars Winkelbauer — Navigating the Ethical Landscape: AI in Sustainable Development — provides insightful perspectives on ensuring ethical considerations are integrated into the adoption of these technological advancements.

Lars Winkelbauer — Sustainable Development in the Era of Air Cargo Technology

larswinkelbauer23

Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers. Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.

RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...

BBPMedia1

Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.

RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...

BBPMedia1

Get Bad Credit Loans with Guaranteed Approval

DollarLoan Hub

What are the main advantages of using HR recruiter services.pdf

HumanResourceDimensi1

FINAL PRESENTATION.pptx12143241324134134

LR1709MUSIC

Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.

falcon-invoice-discounting-a-premier-platform-for-investors-in-india

Falcon Invoice Discounting

It is therefore essential to employ other water sources, such as river water, for consumption by humans. Commercial RO Plant purifiers manufactured by Netsol Water are necessary because a different type of water is completely unsuitable for human consumption. Large-scale water filtration is accomplished with the assistance of a Noida-based commercial RO plant manufacturer i.e., Netsol Water. It supports several methods for getting rid of all kinds of contaminants in water.

Commercial RO Plant Manufacturer In Noida.pdf

Industrialroplant, Commercialroplant

At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.

Unveiling the Secrets How Does Generative AI Work.pdf

Sam H

The-McKinsey-7S-Framework. strategic management

Bojamma2

April 2024 Nostalgia Products Newsletter

NathanBaughman3

Maksym Vyshnivetskyi: PMO Quality Management (UA)

Lviv Startup Club

Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion. What is Enterprise Excellence? Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization. What might I learn? A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo. Who might benefit? Anyone and everyone leading folks from the shop floor to top floor. Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.

Enterprise Excellence is Inclusive Excellence.pdf

KaiNexus

www.seribangash.com A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA: Contents of Memorandum of Association: Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company. https://seribangash.com/article-of-association-is-legal-doc-of-company/ Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent. Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause. www.seribangash.com Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up. https://seribangash.com/promotors-is-person-conceived-formation-company/ Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value. Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA. Importance of Memorandum of Association: Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process. Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations. Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability. External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers. https://seribangash.com/difference-public-and-private-company-law/ Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void. Amendment of MOA: While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder

Memorandum Of Association Constitution of Company.ppt

seri bangash

Matt Conway - Attorney - A Knowledgeable Professional - Kentucky.pdf

Matt Conway - Attorney

[Note: This is a partial preview. To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit. Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability. LEARNING OBJECTIVES 1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments. 2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts. 3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations. CONTENTS 1. Introduction and Key Concepts of Sustainability 2. Principles and Practices of Sustainability 3. Measures and Reporting in Sustainability 4. Sustainability Implementation & Best Practices To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations

Sustainability: Balancing the Environment, Equity & Economy

Operational Excellence Consulting

Global Interconnection Group Joint Venture[960] (1).pdf

Henry Tapper

anas about venice for grade 6f about venice

anasabutalha2013

IPTV Subscription UK: Your Guide to Choosing the Best Service

Dragon Dream Bar

Back in 1881, the University of Connecticut (UConn) came into existence as a private land-grant research institution, quickly earning a spot among the top academic players in the United States. UConn isn't just about academics—it's a key player in the economic and cultural landscape. In fact, as a founding member of the New England's Knowledge Corridor, a collaborative effort between Hartford and Springfield, the university is deeply involved in fostering regional development, economic growth, and cultural richness.

University of Connecticut Fees, Courses, Acceptance Rate, Admission deadline,...

dvividconsultant15

Recently uploaded (20)

Lars Winkelbauer — Sustainable Development in the Era of Air Cargo Technology

RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...

RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...

Get Bad Credit Loans with Guaranteed Approval

What are the main advantages of using HR recruiter services.pdf

FINAL PRESENTATION.pptx12143241324134134

falcon-invoice-discounting-a-premier-platform-for-investors-in-india

Commercial RO Plant Manufacturer In Noida.pdf

Unveiling the Secrets How Does Generative AI Work.pdf

The-McKinsey-7S-Framework. strategic management

April 2024 Nostalgia Products Newsletter

Maksym Vyshnivetskyi: PMO Quality Management (UA)

Enterprise Excellence is Inclusive Excellence.pdf

Memorandum Of Association Constitution of Company.ppt

Matt Conway - Attorney - A Knowledgeable Professional - Kentucky.pdf

Sustainability: Balancing the Environment, Equity & Economy

Global Interconnection Group Joint Venture[960] (1).pdf

anas about venice for grade 6f about venice

IPTV Subscription UK: Your Guide to Choosing the Best Service

University of Connecticut Fees, Courses, Acceptance Rate, Admission deadline,...

4 Leadership Patterns Which Hinder Innovative Change

1. Innovative Change - Rethinking the Rules: 4 Leadership Patterns Which Hinder Innovative Change March 2014

2. WWW.WISERCHANGE.COM Innovation drives the heart of every exceptional business, and successful innovative change relies on effective leadership. © WiserChangeTM – Commercial in Confidence 2

3. WWW.WISERCHANGE.COM Leaders must be open to new opportunities, find ways to be innovative and be willing to change their own mindsets and behaviours. © WiserChangeTM – Commercial in Confidence 3

4. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Unfortunately, leaders often hold themselves and their organisation back when it comes to making innovative change. © WiserChangeTM – Commercial in Confidence 4

5. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE What blocks these leaders from rethinking the rules and making innovative change? © WiserChangeTM – Commercial in Confidence 5

6. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE A Harvard Business Review article - Stop Holding Yourself Back - identified 4 common patterns seen in leaders who hinder innovative change. We summarise those patterns in the following slides. (*Read the HBR article here ) © WiserChangeTM – Commercial in Confidence 6

7. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Pattern #1 – Not understanding the definition of leadership. Leading is not about you, your personal goals or charisma. © WiserChangeTM – Commercial in Confidence 7

8. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Failing to understand that leadership is about making others better and unlocking innovation in those individuals is a formula for failure. This pattern reflects a basic misunderstanding of the role of leadership. © WiserChangeTM – Commercial in Confidence 8

9. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Pattern #2 – Being distracted by your personal or public image. Acting like a leader can get in the way of leading. © WiserChangeTM – Commercial in Confidence 9

10. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Falling victim to a self-serving image (i.e. The need to look smart.) gets in the way of learning, taking risks, and asking for or accepting help. This pattern limits a leader’s choice of tools and actions to influence others. © WiserChangeTM – Commercial in Confidence 10

11. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Pattern #3 – Turning competitors into enemies. Filtering data to serve personal needs hinders decision-making. © WiserChangeTM – Commercial in Confidence 11

12. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Misperceiving behaviours or motives of others limits leadership, silences open conversations, and inhibits employee engagement. This pattern creates an environment of distrust which results in leaders making the wrong decisions. © WiserChangeTM – Commercial in Confidence 12

13. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Pattern #4 – Overly waiting for permission from others. Failing to act without complete buy-in from stakeholders. © WiserChangeTM – Commercial in Confidence 13

14. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE Stalling in order to always seek permission from the organisation, senior team or the Board before acting on what one believes is the right thing, shows a lack of character and audacity. This pattern leads to missed innovation opportunities or never embarking on innovative change in the first place. © WiserChangeTM – Commercial in Confidence 14

15. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE How do leaders break free from these patterns, help their team members flourish and support their organisations successfully with innovative change? © WiserChangeTM – Commercial in Confidence 15

16. DOWNLOAD YOUR FREE CHANGE PULSE SURVEY TEMPLATE We’ll share those answers in our next presentation - 4 Strategies to Break Leadership Patterns that Hinder Innovative Change. © WiserChangeTM – Commercial in Confidence 16

17. Want to give your change initiatives a better chance to succeed? Download Your Free Change Pulse Survey Template to help you and your team prepare for successful organisational change. © WiserChangeTM – Commercial in Confidence

18. Questions? Contact WiserChange™ If you have questions about innovating change in your organisation or change management, please contact the WiserChange™ team. info@wiserchange.com P: +61 2 99551212 www.wiserchange.com Facebook.com/WiserChangeConsulting Linkedin.com/company/wiserchange @Wiserchange Like us on Connect on Follow on © WiserChangeTM – Commercial in Confidence 18

4 Leadership Patterns Which Hinder Innovative Change

Recommended

Recommended

More Related Content

Similar to 4 Leadership Patterns Which Hinder Innovative Change

Similar to 4 Leadership Patterns Which Hinder Innovative Change (20)

Recently uploaded

Recently uploaded (20)

4 Leadership Patterns Which Hinder Innovative Change