Leadership is one of the most desired aspects of life. Most people envy living through and serving the people while they lead them. It seems exciting and inspiring moments, in which it inspires for good times in most people. With all the desires and admiration of leadership it portrays, most people focus less on the dark side of leadership. In most cases, people at the top have to endure the price of any decision and flawed conclusion made from the top, apart from the payment of lousy decision price, the high risk at stake that a leader has to face whenever they lead the organization through the difficult inevitable times. During these breathtaking decisions, people have to give up on loyalties, daily habits, and the mode of thinking in the organization.
A solution to adaptive challenges using a technical fix will lead to a short-term solution; however, the organization will receive a change that will bring a long-lasting solution. The leaders at the top have to turn the organization upside down. As a result, to acquire the stable solution. In such a scenario, several developments are incurred in which danger lures the organization’s leaders. Where both direct and indirect attacks from the leaders and top management. Some other episodes include marginalization in the organization leading to undermining the authority. All the tactics result from the people’s aversion created due to the bad reception of the decision taken. As a result, people try to fight change, bring struggles, and strive to restore order. However, the leaders seem to block the change. Some of the tactics suggested by the article help leaders clinch their position.
You are breaking through the cognitive hurdle. Managing substantial organizational change frequently entails dramatically reorganizing a complicated network of people, processes, and organizations that have formed a mode of operation, regardless of the appearance. The condition of the organization determines the people’s feelings of sense. No value the negative energy you feel. The other tactic is through operating in and above the fray. The ability of the leader to avoid resistance is through maintaining the perspective in the middle of any action. It’s hard to look at things from a balcony when things and people are pushing and pulling you down below. If you want to be successful, you need to have good relationships with both allies and enemies. However, the people who will make or break your chances of success are usually those who aren’t sure about your plans but don’t want to be friends with you.
The third tactic is through cooking the conflict. One of the most challenging issues a change leader encounters is managing disagreement. It’s more likely to be hidden than to be visible. Because most firms are intolerant to conflict, they see it as largely a source of danger, which it is. A leader seeking to effect substantial change must be able to manage people’s passionate disagreements in a way that limits their destructive potential while harnessing their energy constructively. Two strategies can help you achieve this. To begin, provide a safe environment in which conflicts can freely emerge. Secondly, keep the argument from boiling over and engulfing you in flames. The success of the change effort and the organization’s tolerance for heat, and then adjust the temperature accordingly. You must first get people to sit up, pay attention, and deal with the real hazards and challenges they confront before you can get them to change their behavior. Second, you must lower the temperature as needed to reduce potentially counterproductive chaos. Control the heat high enough for people to get excited, but cheap enough even to avoid a huge explosion. The last thing to do is put the tasks where it belongs. Because a lot of change needs to be made across an entire company, you as a leader need to prevent the automatic reaction of giving answers. Then, make yourself do all of the task and solve problems for others.
Despite the danger, most leaders cannot resist the urge to tackle fundamental organizational issues independently. People expect you to get in and correct problems right away, take a stand and address the issue. That is, after all, what senior executives are paid to accomplish. When you meet those expectations, people praise you and perhaps call you a leader, which is gratifying. However, it takes more courage and leadership to challenge your colleagues’ expectations.
For the internal dangers on experience. Because of our own observations and our own perceptions, we know that letting you decide what happens to you is one of the best ways for an institution to get rid of us. While you’re in the middle of being a leader and your epinephrine is pumping, it’s easy to think that you’re resistant to the flaws that other people have that can defeat them. The first way to handle this is through managing the leader’s hunger. A stressful scenario or environment can magnify an everyday need, increasing our cravings and surpassing our customary self-control. The drive for control and the desire for importance are two of the most frequent and destructive fits of hunger. Control is a source of vulnerability for certain people. Most people have a need to be acknowledged and valued by others. The risk here is that you may inflate your self-esteem and cause as a result of this affirmation.
Secondly is through anchoring oneself. It would be best to find techniques to calm and stabilize yourself to endure the choppy waters of a change initiative. Set up a safe haven in which to contemplate and mend any psychological damage from the previous day’s travel that has occurred, replenish your emotional resources, and re-calibrate your moral compass each day. Second, you require a confidante, someone with whom you can share what is on your mind and heart with no judgment fears.
References
Heifetz, R. A., & Linsky, M. (2002). A survival guide for leaders. Harvard business review, 80(6), 65-74.
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