How can you use strategic leadership to drive organizational change?

Defining a vision must take the organization as-is as the starting point. An intended change would be communicated well to internal stakeholders only if they can relate to it and its context. A narrative which clearly explain getting from A to B would be more easily accepted and imbibed rather than one that just presents a vision of B disconnected from A. The strategic leadership must also identify the key drivers of the organization (it could be R&D if its a product-driven organization, or people if it is a sales-driven organization), and build specific narratives to present how they would be (positively) impacted with the change and how they will be the ones leading this change. Putting people in charge is a tremendously effective method.

In many cases, a new(ish) leadership team is charged with carrying out the change or transformation. This makes it imperative that they have a good connection with key managers, as well as being very visible to the rank & file. Be prepared to articulate honest answers to the inevitable‘what’s in it for me?’ questions.

One statement about change programs that has always stayed with me and is such great advice - “Remember, ‘change’ is not the goal - the GOAL is the goal!” The ‘what’ you’re actually trying to achieve has to be crystal clear, but it’s the ‘why’ that has to be truly meaningful and easily understood by all. While change is rarely linear, I’m still a supporter of the Prosci ADKAR model. Awareness - Desire - Knowledge - Ability - Reinforcement. These steps are a great way to keep your activities focused.

I have learned that being able to clearly communicate the fulcrum of the strategy to ALL people that can impact execution is critical. And the most effective way to do it is through storytelling. People connect and understand better what is to gain, and is at risk, when you frame the idea in a "film". Crafting the story, with key take away and not shying from numerical goals and time frames is important. Everyone in the company must be able to understand and relate to the mission presented, and see how to contribute to make it happen. This is skill is paramount for a good leader. After all establishing the strategy is hard, but implementing it successfully is harder.

Strategic leadership can effectively drive organizational change by embracing principles of "leading by design" rather than "by example." This means building distinctive organizational capabilities, akin to individual skills, but at an organizational level. Focusing on creating systems and structures that enable the organization to discover and adapt to changing circumstances, rather than relying solely on the vision or capabilities of individual leaders. Leaders must balance coordination and motivation within their organizations, ensuring that each component of the organizational design (People, Architecture and Routines, Culture) is consistent with others and aligned with the firm's strategic objectives and critical tasks.

Here's the most powerful piece of advice I give leaders when they're wondering how to approach a challenge or strategy: Ask your people. Asking your teams for their input and ideas not only multiplies the perspective that feed into your decision-making process; it also makes your people feel valued and heard. How? Create a quick survey, invite teams to submit ideas, make it clear their voices matter. This is especially effective when it comes to diversity, equity, and inclusion initiatives; when you're struggling to identify what your organization can do to better support its women or under-represented groups, don't enclose yourself in a conference room and wonder what will or won't work. Just ask your people what they'd like to see!

You main task here is to create psychological safety - to empower people with the safe space where ideas, questions, answers and solutions are flowing freely without the fear of retribution. Assume that you know nothing and let the people who make your organisation tell their stories.

This is where mastering the change continuum comes handy. During change you will always face 5 types of people: change enthusiasts, change passive adopters, neutrals, change opponents, and change passive opponents. GUess which category is the hardest to handle? The passive opponents, because they will sabotage the process of change without you even knowing it. Each category needs a different human and emotional handling - the enthusiasts so they don't burn out and get excluded by the rest of the group, the passive adopters need to be made vocal, the neutrals needs guidance towards adoption, the active opponents need negotiation and convincing, and the passive opponents need smoking out, so you can talk. This is not easy, but it's doable.

Complete your 9-Box and know every single person on your team. Understand what makes them tick, what their strengths are, and ensure they are surrounded with people and tools that enable them to help them thrive. Don’t try to push people into roles or projects if their superpower is not being leveraged. Truly listen to your teams and understand how you can help them. Give them the resources they need to empower them to make mistakes with a support system that encourages creative problem solving.

Delegar de forma efectiva y real, dejar que las personas tomen sus decisiones y hagan las cosas como ellos las hacen, no como tu las harías.

I prioritize setting clear, measurable objectives and milestones, which serve as benchmarks for progress. For example, during a recent organizational restructuring, I used a dashboard to track key performance indicators, allowing for real-time visibility of progress against our goals. Regular feedback sessions were held with stakeholders to gather insights and identify any areas needing adjustment. This proactive approach, combined with celebrating small wins and learning from setbacks, enabled me to adapt our strategy effectively, ensuring that the change initiative remained aligned with our evolving organizational needs and objectives.

Two things come to mind. The best leaders that drive change adjust their plan as needed based on feedback and emerging challenges from staff and stakeholders. Also, the best leaders recognize that change is not a sprint, it's a journey with uncertainties and prepare to embrace the unexpected and ambiguity and adapt.

One of the essential components of strategic leadership is to adjust the strategy as you progress. Change is not a linear or static process, but a dynamic and iterative one. As you implement the change, you may encounter new situations, challenges, or opportunities that require you to adapt and modify your strategy accordingly. To adjust the strategy as you progress, you need to monitor and evaluate the change process, collect and analyze data and feedback, and identify and implement improvements and corrections. By adjusting the strategy as you progress, you can ensure that the change is effective, efficient, and sustainable, and that it meets the changing needs and expectations of your business and your team.

What is not measured is not controlled, hence impossible to make corrections. Beyond that I usually worry what kind of adjustments to do and how. When you have a clear understanding of what is working, and not, the next step is to act. I have seen huge successes from companies that acted swiftly and decisively and, unfortunately also saw the opposite. Monitoring data must follow a process and should not be complex. Once you have enough confidence on your course of action you must act. Many things must be taken into account (eg. impact on people) but must not slow the process. Monitoring data, deciding a course of action and executing upon this knowledge is the very fabric of management.

Monitoring progress is highly important and should also incorporate impact measurements and metrics of the change. Understanding variables and evidencing incremental change progress is vital to determining strategic alignment, directional continuance, and any adjustments necessary to chart a new course.

Help your team members to find their purpose and to specify how they can contribute to the change process. Take time to reflect the mission and if necessary to adjust it.

Leading by example is a crucial step when driving change within a team. By demonstrating the desired behaviors and attitudes, leaders motivate and inspire their team members to embrace and adopt the desired changes. This establishes credibility, builds trust, and creates a sense of authenticity. Leading by example also helps overcome resistance to change, as team members see their leader actively embracing and practicing the change. It sets the standard for performance and behavior, creating clear expectations and fostering a culture that supports and sustains the change. Overall, leading by example is essential for inspiring and motivating team members to embrace and sustain the change.

When you start by assessing the current situation, mainly the organizational culture and its fit to the proposed change strategy, and then work on those culture elements that need alignment, you are taking the first major step towards embedding the change and making it sustainable. Leadership is always one of such elements.

Truly embedding change means making it a part of the org DNA. First, align every policy and process with the vision (e.g., revising performance metrics or restructuring teams). It's not only big moves; it's also the details, like tweaking everyday workflows. For people, reinforce desired behaviors through reward/recognition. Weave the change into the fabric of learning and development programs. New hires and current employees must continuously engage with the change principles. Lastly, it's not just about reaching a milestone; it's about preparing for ongoing innovation and adaptability. In practice, this looks like regular reviews, open feedback channels, and a leadership style that encourages experimentation and learning from failures.

In sustaining change, a strategic leader champions new behaviors, models change, communicates its importance, and aligns incentives. Fostering accountability and integrating change into evaluations, while recognizing exemplars, reinforces its importance. The leader's commitment in formal and informal aspects establishes a lasting foundation for success.

Everyone has a role in the organisational transformation. Once senior leaders set purpose, the level below need to translate vision and carry key messages. To do this leaders need to be equipped and empowered with knowledge and tools of how to do this. The planning team need to be factor effort and time into educating and coaching to build leadership's competence to execute on the vision.

Developing your strategic leadership skills of course isn't the fifth step in leading change - it's the first and always step. To be able to see a coming need for change; develop a vision and plan for proactive, value-creating change; align and empower your plan with organizational mission, vision and values; identify the key stakeholders and sponsors to drive change; communicate both vision and urgency for the change; build buy-in through inclusion and empowerment; monitor and affirm the new normal all are strategic leadership skills. One way to grow them: "zoom out" or shift your perspective. Like, how could new global trends impact your business in two years? Whose skills must you develop now, so you'll have reliable lieutenants then?

One thing I have learnt on developing strategic skills is that it grows more & more with experience. Always think the big picture & connect the dots even if it’s something operational that you are doing. Ask yourself why many times. Think from other shoes (especially stakeholders/ customers) if the plan makes sense. In addition, to develop yourself, keep reading relevant materials/ books, take certifications, attend conferences and keep your brain ticking with such curiosities in various forms. Active brain on one particular topic will keep you invested in strategy like playing a chess game.

An effective way to enhance these skills is by leveraging the collective wisdom of mentors and braintrust groups. Engaging in discussions about strategy in the context of real-world situations allows you to assess issues from various perspectives and disciplines. This collaborative approach not only broadens your viewpoint but also deepens your understanding of complex challenges. Over time, this practice cultivates a more natural and comprehensive strategic perspective.

Participating in a leadership program with a reputable university is an excellent way to develop your strategic leadership skills. These programs offer a structured learning environment where you can gain knowledge, insights, & practical tools from experienced leaders and experts. Interacting with leaders from different backgrounds & regions allows you to broaden your perspective on leadership & learn from their experiences. Additionally, networking opportunities with fellow participants create a platform for sharing insights and building a supportive network. Through case studies, group discussions, & interactive activities, you can apply learned concepts to real-life scenarios, enhancing your practical skills & decision-making abilities.

People hate change, so in my experience: 1. Have a Rallying cry...something that attaches to people's aspiration and purpose. 2. Shrink the change: Take baby steps and show incremental progress. Pilots are good. 3. Show updates...people hate to be in the dark...and do it sincerely. 4. Be open to seek feedback. Often Senior leaders think they know it all! Seeking feedback fearlessly (anonymous works well) is very important 5. Be agile...minor tweaks to the broader strategy/execution is art of being a good strategic leader. And finally, not every change succeeds...learning from any failures is what makes a good strategic leader!

Having a town hall meeting is indeed a strategic way to share your insights and experiences with others. A town hall provides a platform for open and transparent communication, allowing you to engage with a larger audience and share your knowledge and experiences. During the town hall, you can share the challenges you faced, the lessons you learned, and the successes you achieved while leading change. This allows others to learn from your experiences and gain valuable insights. Additionally, a town hall meeting provides an opportunity for team members to ask questions, seek clarification, and offer their own perspectives and ideas. It fosters a collaborative environment where everyone can contribute to the change process.

Sharing you insights and opinions with others is certainly valuable in leading change. Many leaders relish in imparting their insights, knowledge and opinions. However, it is those individuals who pursue a mutual exchange of insights and experiences with others who evolve into true strategic leaders.

It is important to establish feedback loops at appropriate intervals planning for, executing, and sustaining the change. It is also important to establish a 'stewardship' plan for upkeep and evolution of the implemented change. In other words, account for the landscape, people, and needs to change over time.

Often, not enough time is spent looking at past mistakes and gleaning valuable feedback from these. In addition to talking about the wins and positive experiences, I think it is valuable for strategic leaders to share where they had failed previously and the learnings that they had. This would encourage others to share their own experiences and any additional ideas on how strategic goals could be reached or pitfalls avoided. This show of trust, honesty and humility would also help leaders to be more credible, garner support for the vision, and drive influence.

This is like sailing... You (Leader/Captain) need to know what is the destination and how to get there. You MUST inolve the crew/team and SHARE success.

In strategic planning, adaptability is often overlooked. The Adaptability Quotient (AQ) offers valuable insights by focusing on three key areas: Ability, Character, and Environment. This looks at promoting mental flexibility and resilience (Ability), encouraging various motivational and thinking styles (Character), and cultivating a supportive workplace (Environment) to foster a readiness for change. Consistently assessing AQ within teams can show how quickly they can pivot, who is more inclined to innovate, and who is better suited for enhancing existing processes. By improving adaptability and matching team roles to their AQ, you ensure dynamism and readiness for future changes.

Honestly, don't initiate a change for the sake of changing. You know, because it's trendy to work like <enter the latest organizational trend>. Initiate a change when the way you work doesn't work anymore. Speaking from the Product bubble, there are cases when simply delivering on a minimum set of criteria is good enough for some time. When the environment gets complicated, latest complex, then it's time to shift from a delivery focus to proper value differentiation and creation, and a mindset shift in your organisation. Then get an expert who can help you with that.

The role of an innovation leader diverges from the traditional perception of effective leadership. Instead of being authoritative decision-makers, exceptional innovation leaders perceive their role as establishing an environment where others feel both inclined and capable of driving innovation, rather than merely directing it.

I believe in adapting my leadership style to suit different phases of the change process, recognizing that each stage may demand unique approaches. This flexibility allows me to navigate challenges effectively. I am particularly committed to feedback, ensuring there are mechanisms in place to collect input from employees at all levels. This feedback loop is essential for addressing concerns, making improvements, and showcasing a dedication to continuous refinement.