“Everyone gets excited about change, except when it happens to them.”
These battle-hardened words were shared with me years ago by the CMO of GE.
Because the world is changing fast, leading change is perhaps the critical leadership capability.
Leading change requires creating experiences for people that reveal new possibilities, while uniting them to drive strategies that harness the resources to win in the marketplace. It requires optimizing the culture of an organization while making investments to drive business growth – simultaneously.
I have worked with leaders and teams as a consultant, coach, strategist, trainer and change leader all over the world for more than 25 years.
I’ve seen the good, the bad and the ugly. This includes amazingly high-performing teams (the good), really dysfunctional toxic rock stars (the bad), and organizational cultures that crush people (the ugly).
Here’s what I’ve noticed: too many leaders get stuck.
I’ve worked with hundreds of teams from across the spectrum over the past 20 years. And I’ve observed a few universal rules that always apply.
Today I’ll talk about the most important one: the ability to influence.
More specifically: the capability to influence as a team, upward into leadership (and ownership), laterally across silos, down through the ranks and outward to vendors and partners.
(NOTE: This is the third of a three part series on Compelling Requests)
You know of whom I speak.
And I bet every leader in your organization knows who we’re talking about.
Yes, the Toxic Rock Star.
A Toxic Rock Star is someone who produces significant material results while having a negative impact on others, in essence holding other people, teams and even organizations hostage.
Like Ogres hiding under the bridge...