When I consult on systems transformation, I observe how people behave in the organization. If the organization has employees who wait to be told what to do—or delay asking for instruction—the leader won’t be able to create sustainable systems change.
Usually when these conditions occur organizations invest significant resources and money to drive change. The individual or team responsible for making the change must use their positional power and resources to succeed. The problem is that once the leadership shifts focus, the change they set in motion erodes.
Organizations are living systems filled with people who collectively embody and shape the organization’s culture.
Most of us have experienced change efforts that come out in full force, and then fade within a year or two. This is how the “flavor of the month” management theory metaphor originated. Leaders learn about a new workplace practice, and now everyone must be trained in it pronto!
Unfortunately it only takes a little time for another new idea to become the chosen way to improve organizational effectiveness. None of these strategies actually helps an organization to truly transform, and switching from idea to idea is tiresome for everyone.
There is a much better way to unleash organizational transformation, however. Promoting human development, as I wrote last week, is the key to sustainable change that will last long after the leader is gone. It’s sustained because people in the organization co-create and own the result. It also takes far fewer resources and much less time.
7 developmental capacities to boost systems transformation
If a critical mass of employees demonstrates the capacities listed below, you will be amazed by the rate of transformation that is unleashed.
In my work, there are seven developmental capacities, or behaviors critical for employees to develop, on which systems transformation relies.
- Self-direction: People can initiate and organize their own work and learning.
- Internal locus of control: Individuals know their mind and are not swayed by peer pressure or outside opposition. They’re willing to vocalize their opinions even if others disagree.
- Awareness of and ability to manage emotion: Employees are self-aware enough to know the emotions they’re feeling and can manage them, so they don’t spread drama in their team or organization.
- Accurate self-assessment: Individuals are aware of their own strengths and weaknesses, and their perceptions of themselves align with how others see them.
- Impact awareness: They are cognizant of their impact on others and of the impact others have on them.
- Appreciation of connection: The team is predisposed to collaborate, build trust, and value relationships.
- Purpose-driven: Members of the organization at every level know and actively support the highest purpose of the organization. They can and will transcend self-interest to serve a more impactful future for the organization’s work.
Behaviors that hinder transformation
Human developmental capacities need to be viewed interdependently. Without strong developmental capacities, certain behaviors pop up that can be detrimental, especially if you’re a leader. Sometimes, stress or unwanted change can also drive this type of behavior. A clue is that when these are happening, you may feel a bit out of joint. This doesn’t mean someone is a “bad leader.” We’re all working on these skills continuously.
Here are some things to consider:
- Is your own ego getting in the way? Are you self-directing learning to compensate for your weaknesses?
- How is your ability to self-organize your work? Is it in support of the organization’s higher purpose, or do you feel like you’re going high speed in the wrong direction?
- Do a relationship inventory. The quality of your relationships has a direct impact systems transformation. Change flows through relationships built on trust.
- Are you easily swayed by each person you interact with, causing people to see you as inconsistent? That perception could make people distrust leadership and resist the vision.
- Is stress or another condition making you less aware of your emotions, or are you having difficulty managing them? You could be adding negative energy, and the added drama will increase resistance to the change work.
Coming up – developmental strategies
Structures, processes, and cultures need to support and nurture the conditions that develop these seven capacities in your staff.
As I continue this series of posts, I will describe specific developmental strategies to create conditions for your staff to develop these seven capacities. Every successful systems transformation I’ve been part of depended on a critical mass of people consistently modeling these behaviors. All of them can be encouraged and promoted.
