{"id":1290,"date":"2022-04-28T04:25:43","date_gmt":"2022-04-28T04:25:43","guid":{"rendered":"https:\/\/changesynergy.com.au\/?p=1290"},"modified":"2022-05-29T22:46:56","modified_gmt":"2022-05-29T22:46:56","slug":"six-change-management-accountabilities-that-are-also-must-have-leadership-skills","status":"publish","type":"post","link":"https:\/\/changesynergy.com.au\/six-change-management-accountabilities-that-are-also-must-have-leadership-skills\/","title":{"rendered":"Six Change Management Accountabilities That Are Also Must-Have Leadership Skills"},"content":{"rendered":"\n

\u201cOne major reason organizations struggle is because they treat both leadership development and change management as separate rather than interrelated challenges.\u201d<\/em> \u2013 R. Quinn and R. Quinn in HBR<\/a><\/p><\/blockquote>\n\n\n\n

An ASX top 20 company was boosting its information security. Soon, all people leaders would be responsible for auditing their team members\u2019 access to key systems \u2013 a significant behavioural change that needed to be led from the top.<\/p>\n\n\n\n

To garner support, the Project Sponsor visited leadership teams across the organisation to share the what, why and how. He was nervous, anticipating at best a lukewarm response \u2013 who enjoys audits? \u2013 but the reaction was surprisingly positive.<\/p>\n\n\n\n

He started enjoying the visibility this gave him and the opportunity to improve his network and profile.<\/p>\n\n\n\n

Unfortunately, he didn\u2019t share the same information with his direct reports \u2013 all managers themselves.<\/p>\n\n\n\n

One month later, at a governance forum, those managers dug their heels in when they were asked to approve the technical release of the new audit. They hadn\u2019t heard anything about what was changing.<\/p>\n\n\n\n

The release almost didn’t happen that weekend, a blow the project’s budget could ill afford.<\/p>\n\n\n\n

It was a classic case of a senior leader not understanding his role as a change leader.<\/p>\n\n\n\n

Why this needs to change<\/h2>\n\n\n\n

This story isn\u2019t unique.<\/p>\n\n\n\n

In our ongoing research<\/a> with Deakin University, only 27% of those surveyed agreed that their leadership is trained in leading change. Of the 27%, more than half only slightly agreed<\/em>.<\/p>\n\n\n\n

Is it little wonder that lack of leadership is consistently one of the top two<\/a> causes of organisational change failure?<\/p>\n\n\n\n

Leading change is a must-have leadership skill<\/h2>\n\n\n\n

Most organisations today invest in leadership development and at least a rudimentary change management approach \u2013 training and communications, for example.<\/p>\n\n\n\n

Very few organisations develop change leadership capability<\/strong><\/a> \u2013 the combination of the two. This creates a gap.<\/p>\n\n\n\n

In addition to coaching and giving feedback \u2013 what leadership development programs often focus on \u2013  leaders need to understand their accountability<\/strong> for managing change<\/strong> and how to do it.<\/p>\n\n\n\n

\"Infographic-Six