Change takes on many forms in life. Whether we're talking about the changing of a tire on a car or changing the business model of a company, change is a necessary process for growth. But for effective and transformational change to happen in organizations, people and teams have to be empowered to execute.
Some of you will remember I referenced the Senn-Delaney Mood Elevator concept from the July 10th Thoughts on Leadership blog. In it, I said routine checking of "where you fit" on a continuum of moods, is a great way to assess your readiness to take on challenges. Leaders must encourage people that work with and for them to exercise their individual gifts and make recommendations for change.
By delegating critical activities and decision-making authority to team members, leaders are widening the scope of problem-solving possibilities. And once armed with the confidence of their bosses to bring their talents to bare, team members often bring insight, perspective and energy to the process of solving problems.
There's a great book by John Kotter and Holger Rathgeber called Our Iceberg is Melting. It is one of the best books I've encountered about implementing change management and the role each team member has in the success of the process.
The book is a simple yet profound example of how important it is for leaders to understand the talents and skills of their teams. Having that understanding allows leaders to more easily trust their charges with operational responsibilities.
One of the best ways I recommend leaders get that understanding of their teams is to understand each person's Signature Talents and how those talents show up in terms of being more optimal and less optimal. The good folks at www.34Strong.com call them Balcony and Basement descriptors.
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