Brighton Leadership Group

Share on linkedin
Share on facebook
Share on twitter

Change Challenge #4

How do you remain authentic when you are responsible for leading change and you do not agree with it or don’t feel comfortable supporting the change?  There are times in every leader’s leadership journey that he or she must be authentic and confidently lead others through a change, when the leader is not feeling supportive of the change.
Feeling unsupportive of a change is not a leadership travesty unless you communicate your lack of support. Everyone needs time to understand, absorb and adopt a change. No matter where a leader is in his or her transition process, there is an obligation as a leader to be actively and visibly involved in the change, communicate about the change and get others to support the change.  Staying on the sidelines is incongruent with good change leadership.
Tips for leading through change authentically:

  • Delineate      – get clear about the roles you play. A critical mistake is confusing the private role of an employee and the public role of a manager or leader within an organization.  These are two separate and distinct roles. If you have children, think about the difference between your interaction with your spouse and your interaction with your kids.  Spouse and parent are two different roles just as leader and employee are two different roles you play.
  • Describe         – share the change with employees in their context not in yours. During change, leaders often struggle to share anything because they don’t have all the answers.  Describe the connection between the change and the organizational direction (strategy) and values. Or describe the process that is being followed to implement the change. People need to feel certainty.  It is the leader’s responsibility to share what people need to know, when they need to know it versus telling employees everything they know.
  • Designate      – you need a confidant such as a coach or trusted colleague (at a peer or above level) that you can talk to and share the “private truth” of your doubts or concerns.  A leader’s personal fears or uncertainty is never appropriate to share with employees.  On a flight several years ago the oxygen masks dropped and the flight attendant became visible shaken.   She started telling the passengers how she had never experienced this before and she did not know what was going on. This inappropriate sharing intensified the fear felt by the passengers.  Leaders should never inflict their uncertainty on their employees.

Authenticity in leadership is about being trustworthy.  Trust is a critical character quality for leadership. It’s expressed by leaders when their words match their actions.  Being trustworthy does not mean telling everything you know or sharing everything you feel.
Be a trustworthy, authentic leader through change by taking time to delineate, describe and designate.  You will be more effective as you lead others through change.
Next week, we’ll share two more tips to address the challenge of being an authentic leader in the midst of change.

Leave a Comment

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.

More Articles

change succeed

4 Tips to Succeed When Leading at the Pace of Change

Would you say the pace of change has increased, decreased or remained the same? Your perception matters and it impacts every facet of your leadership. …

Read More →
strategies of successful leaders

Strategies of Successful Leaders

Over the last few weeks we recorded a series of videos addressing leadership challenges identified by members of the group Scott mentors from the Executive’s …

Read More →
lead with purpose

3 Ways to Lead With Purpose

We are celebrating Freedom week in honor of the Rebel Leader Community launch. You are free to lead with purpose is the theme of today’s …

Read More →
A curious leader

The Case for Curious Leadership

Nothing new comes from the status quo. There is no new awareness, no problem solving, no value creation, no innovation and no adaptability without asking …

Read More →
Scroll to Top