By Randy Sabourin
“A lot of thought and consultant dollars were spent to create a new set of seventeen leadership competencies. Those seventeen competencies should be manifested through our four core values. This strategy will drive a culture change throughout our organization starting with our Leadership team. The competencies and values should be evident in the behavior of our people throughout the organization. Due to the lack of integration over the last two years, we have simplified the number of competencies to nine. The CEO believes that if our Leadership adapts and displays these values and competencies, it will effect the change in our organization we require to be successful.”
This opening statement led to a robust discussion that explored the common challenges of bringing a strategy to fruition.
Organizational change, Leadership Development, or any learning initiative, requires three very fundamental components in order to be successful. The first is strategy which has spawned a multi-billion dollar consultancy industry. There is no end to resources to help any organization figure out where they are, what they are doing wrong, and what they should be doing to get where they want to be. An overwhelming amount of complexity gets built into the process disguised as value, due mostly to the amount of budget being allocated. It gives us a clue to why the above statement of a leadership-driven culture change failed and will continue to fail. It’s far too complex. Years of research shows that changing one or two behaviors is very difficult. The complexity of remembering thirty-six behaviors let alone applying them to real situations is doomed to failure. Complexity is not the only reason this initiative will continue to flounder. Continue reading