As a manager, every now and then there’s no way around it — you have to introduce change. And after years in web startups, I’m still amazed by how resistant people can be to even the slightest of changes; replace your site’s font, and you’re bound to get as many as dozens of complaints from users who liked the old font better.
When I started writing the Rough Guide to Leadership Models and Theories, I envisaged a series of articles about the popular leadership models plus some additional insights on how these may be used in today’s organisations.
Now, at the half way point, I am having second thoughts about the application of these models for leading change.
A little while ago I started a discussion on LinkedIn about sustaining change. This soon turned into an exchange relating to leadership style, and specifically the pitfalls of competitive leadership.
On the one hand, some say a competitive leadership style and the winning culture is important. And on the other, that “winning” is a destructive force in business … especially when leading change.
Why are some business problems difficult to grasp? How do you tackle complex business problems?
What do you think is the biggest challenge facing change leaders today?
These are some of the questions I answer in an article included in this year’s annual IT strategy publication — Digital Leaders 2014: Drive Your Business Forward — by BCS, The Chartered Institute for IT.
Managing stakeholder influence is an essential leadership skill.
What’s more, managing stakeholders isn’t solely the remit of project managers. Everyone can benefit from my top 5 tips for managing stakeholder influence.