This document contains lessons learned from experiences with leadership development and organizational change. It discusses concepts like the importance of having a clear vision and direction for change, focusing on both task management and people management, engaging stakeholders, and balancing functional and business needs as a leader. The lessons emphasize having constancy of purpose, achieving commitment over just compliance, and recognizing that change is non-linear and requires flexibility.

1. Lessons in leadership
and change
A selection of lessons learned from
adventures in leadership capability
development and organisational
change
4 December 2013

2. The true determinants of successful change leadership are
constancy of purpose and consistency of practice.
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3. Sustainable change requires a clear and unequivocal
‘go to’ position that we can all see, understand and
strive to attain.
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4. Burning platforms are useful as a catalyst for change
but they inspire only movement, not aligned and
directional movement.
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5. The arrowhead is a useful means of depicting
critical elements of the change journey and
focusing leaders on creating the environment within
which their teams can be successful.
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6. There are two clear determinants for effective change.
The ability to envision a future state and the ability to execute
a delivery plan to achieve the future state.
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7. The 4 Ps
Purpose
Principles
Practice
Performance
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8. The double helix illustrates the need to concurrently
place a high focus on task management and a
high focus on people management.
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9. Compliance is short-lived and requires reinforcement and sanctions to
ensure people deliver your change.
Commitment secures engagement meaning that people will follow of their
own accord
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10. We are, each of us, engaged in a dance of change with
others that influences both our, and their behaviours.
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11. From baseline to outcome, the achievement of objectives is
seldom linear. We therefore need to use our insight, wisdom and
experience to define the path of change.
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12. Engaging all stakeholders in a meaningful way is
of central importance to change leadership.
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13. The T-shaped leader pays attention first and foremost to
the needs of the business (the horizontal), and
secondly to the needs of their function (the vertical).
4 December 2013