Sunday, December 27, 2009

Year in review – a personal reflection

This year’s blog posts discussed a variety of topics – from management style and setting a vision, to dealing with change and coaching others for success. Take some time to reflect upon what has been addressed here. What did you learn? What did you take away from reading this blog? Have you implemented any of the suggestions? Assess your current skills and consider your strengths and weaknesses. Do you truly consider yourself a leader/manager or is what you do on a daily basis strictly management? As you move forward with this personal reflection, prepare for learning and personal growth in 2010.

Tuesday, December 22, 2009

New Blog Schedule

From this point forward blogs will be posted on a weekly basis

Sunday, December 20, 2009

Influence Tactics

When it comes to influencing superiors rationality seems to be the preferred tactic. It only makes sense that when addressing someone who can say “no” to us, we try our best to present a good case. Another tactic trend is coalition. The idea of joining forces with others to strengthen our position can be helpful when trying to influence.

Interestingly enough, influencing subordinates seems to rely on rationality just as heavily. People respond much better to being told to do something when they know and/or understand the reasoning. Letting your subordinates know why you want them to do something illustrates your respect for them, encouraging a favorable response to the request. Interestingly enough coalition is the second most highly used tactic with subordinates as well. This seems to suggest team building by aligning ourselves with others within the company.

People relate to their co-workers on a more similar level, making our influence tactics a little different from those that they use on superiors and subordinates. Tactic choices seem more evenly spread out across the board. People still like to use rationality, but ingratiation, coalition, exchange of benefits, and upward appeal are just as likely to be utilized when influencing co-workers.

I believe rationality to be the most effective influence tactic. Presenting a case using facts and reason helps to paint a clear picture to the other person. It shows respect for the audience by suggesting that they’re intelligent enough to see the facts and make the right decision. Blocking and sanctions, on the other hand seem least effective. They’re negative in approach and they can result in unpleasant feelings for both parties. Blocking and sanctions alienate people and hurt the sense of teamwork.

Situational factors can greatly influence the effectiveness of each tactic. When the audience refuses to cooperate, rationality or the exchange of benefits may not work. Harsher tactics may have to be employed. In some instances, the audience may not have to capacity to understand the reasons behind the request (such as when dealing with children). Tactics have to be adjusted to tailor our approach in a way that improves our chances of influencing the other person.

Thursday, December 17, 2009

Integrating Knowledge and Values

Setting an example is a big part of the leader/manager’s responsibilities. One of the most important aspects of creating a multicultural organization is the examination of individual beliefs and attitudes. Being able to relate effectively in diverse settings helps us to create better relationships with our internal customers (other employees) and external customers (company’s customers). How we relate to others greatly affects our ability to work as teams. As we learn to not only tolerate and accept others, but to actually appreciate them, the amount of (service) energy we put into our dealings with them increases. As our efforts increase, so do our chances of success. Others can see how much energy we’re putting into something. Their perceptions of our efforts, in turn, affect how they interact with us. The idea of service energy offers a straightforward way of looking at how our own attitudes and efforts affect our ability to create a multicultural organization, and to then fully utilize it to better our business.

Wednesday, December 16, 2009

Expected Behavior

If you haven’t experienced this already, as a leader/manager you will have to learn how to lead and manage a multicultural department or organization. It can be challenging, but well managed, it can bring with it great strength and rewards. Consider the following. In order to create a multicultural organization, at what level on the Tolerance Scale is it reasonable to expect employees to interact with each other? What is your role as a leader if you observe repeated behavior that is below the level you want for your organization?

In an ideal world, people would work together as adults, leaving behind their “hang-ups”. Co-workers would not only accept one another, they would actually appreciate others. In valuing others’ talents and differences, these kinds of tolerance levels would likely promote healthy company cultures and good productivity.

In reality, acceptance seems like a good deal if we can get it. Tolerance is probably more common in the workplace. Teams can still work together fairly effectively as long as team members tolerate each other, but the quality of work is going to suffer. Coworkers that simply tolerate each other aren’t as likely to pull together as a team in tough situations.

Cox (2001, ch. 3) underlines the importance of strong leadership. True and effective leadership comes with a tremendous amount of responsibility. It’s up to management to make it clear what is expected from their employees. It’s also important to model the desired kind of behavior. Clear communications and effective demonstration of what is acceptable is crucial.

As a manager witnesses repeated substandard behavior, he must address it right away. Although consequences may be called for in certain situations, a proactive approach may be more productive. Cultural diversity training shouldn’t end at the training session. Positive behaviors should not only be expected and promoted, they should also be modeled.


Cox, T., Jr. (2001). Creating the multicultural organization: A strategy for capturing the power of diversity. San Francisco: Jossey-Bass.

Tuesday, December 15, 2009

Greatest Challenges

What are the greatest challenges in creating a multicultural organization, and what can be done to address these challenges?

Getting a group of people (be it large or small) to work as a team can be complicated. People’s personalities and differences can sometimes get in the way of productive teamwork. Creating multicultural organizations can be an even more difficult task. In addition to everyday personality differences, we have to consider all of factors that come with the territory. Trompenaars and Hampden-Turner (1998, p.13) state that “culture is a shared system of meanings.” Different cultures can vary in regards to so many things. Beliefs, behaviors, ways of thinking, and one’s approach to business can all come into play here. The challenge can present itself when creating an effective team that works well together, and one that also celebrates the strengths and differences found in a multicultural organization. It’s almost like attempting assimilation without giving up the individuality and differences – two opposite forces working in unison. In addition to all that, we have to somehow get people to work well together, regardless of who their teammates are. Finding ways to overcome personal prejudices can be a daunting task. If not addressed properly, multicultural issues can result in unhappy employees, poor performance, and lost time and money.

Trompenaars and Hampden-Turner (1998, p.4) point out the importance of recognizing the multi-dimensional character of a company. Effectively addressing multicultural issues starts at the top. Managers have to model the behaviors that they expect from their employees. Diversity can’t be only words on paper. It has to be real and visible. Furthermore, managers have to create an environment that promotes the kind of company culture that fosters desired outcomes. To effectively address such issues we must begin with understanding and acceptance – first of self and then of other. It’s important to understand that we can approach business in more than one way, effectively tailoring our methods to different situations. In the same way, we have to remain flexible when building our multicultural organization. It’s important to remember that cookie-cutter solutions don’t effectively fit all situations.

Trompenaars, F., & Hampden-Turner, C. (1998). Riding the waves of culture (2nd ed.). New York: McGraw-Hill.

Monday, December 14, 2009

Diversity and Paradigm

In today’s global nature of business, diversity is a part of everyday life. As a manager/leader, you must not only recognize and understand it, it’s in your best interest to nurture and utilize it to your advantage. What is your experience with diversity? Do you use it to help your organization? Consider the following paragraphs.

Taylor Cox (2001, p.3) defines diversity as “the variation of social and cultural identities among people existing together in a defined employment or market setting.” While this definition is narrow enough to avoid focusing on every little difference between people, it manages to encompass more than just the differences of race or gender. Thomas and Ely (1996) speak of workplace diversity as a focus on the recruitment of people from minority or underrepresented groups. The focal point of this approach may be women or people of color, for example.

Defining diversity is not a simple matter. Pros and cons can be found regardless of which approach is taken. Cox’s definition encourages that people find ways to work together despite their differences. This may suggest focusing on talents and playing up strengths. It can also be understood as a request to assimilate, minimizing the ever-important role of individualism.

Too broad a definition may seem encouraging of focusing on every little difference found among people. This approach is rather impracticable given the reality of various individuals working within one business or organization. If diversity is defined too narrowly, we can be left to focus on small subgroups such as race or gender. It’s very ineffective to focus on just those things ignoring a possible range other issues.

A multicultural organization that utilizes its resources to the fullest will look beyond simply hiring people of different races and genders, with different cultural and educational backgrounds. It will focus on identifying strengths and fostering talents in such a way that employees will feel encouraged to be themselves and to contribute to the company. Furthermore, a truly multicultural organization must remember to remain fair and accepting of every employee while encouraging building a team.


Cox, T., Jr. (2001). Creating the Multicultural Organization. San Francisco, CA: Jossey-Bass.

Thomas, D. A. & Ely, R. J. (1996). Making a Difference Matter. Harvard Business Review, Sep/Oct 1996, Vol. 74 Issue 5, p79-90, 12p, 5c.

Sunday, December 13, 2009

Assessment of a Diversity Change Model

Kotter (1995) discusses eight errors that most likely contribute to the failure of transformation efforts. These errors include: (1) not establishing a great enough sense of urgency, (2) not creating a powerful enough guiding coalition, (3) lacking a vision, (4) under-communicating the vision, (5) not removing obstacles to the new vision, (6) not systematically planning for and creating short-term wins, (7) declaring victory too soon, and (8) not ancoring changes in the corporation’s culture. Cox (2001) proposes his Model for Cultural Change. This model for organizational change is a “response to the challenge of diversity” (p. 18). The five areas of importance are leadership, research and measurement, education, alignment of management systems, and follow-up.

Leadership plays an important role in the Model for Cultural Change. As described by Cox (2001, ch. 3), successful leadership entails establishing a vision, creating a sense of urgency and motivating others. Furthermore, leaders “cultivate necessary conditions for achievement of the vision” (p. 18). Cox’s ideas regarding leadership in cultural change correspond with the first five of Kotter’s (1995) errors.

Cox (2001, ch. 4) underlines the importance of understanding baselines and measuring progress. It’s crucial to know where we are before we can define where we want to be and create a plan of how to get there. The research and measurement component of the model provides for effective planning, including short-term wins. This corresponds with Kotter’s (1995) sixth error.

The ideas of education and training, aligning management systems, and follow-up (Cox, 2001, ch. 5-7) all lend themselves to helping with issues addressed by Kotter’s (1995) final two errors. Education can help us to better understand change, which can in turn lead to preventing premature declaration of victory and help to anchor the change in the corporate culture. Similarly, the alignment of management systems promotes a better understanding of change and hopefully a smoother, more successful transition process. Effective follow-up means accountability, which provides an opportunity for ongoing improvement.

A successful cultural change model will incorporate a careful consideration of Kotter’s (1995) ideas regarding the most common transformation errors along with Cox’s (2001) proposed concepts necessary for effective transformation. Since real and lasting change comes from the top, leadership plays a crucial role in the transformation process. As they inspire others to follow them, true leaders lead by example. Aligning people and processes is as important as ongoing improvement and follow-up.


Cox, T., Jr. (2001). Creating the Multicultural Organization. San Francisco, CA: Jossey-Bass.

Kotter, J. P. (1995 March/April). Why Transformation Efforts Fail. Harvard Business Review, 00178012, Vol. 73, Issue 2.

Thursday, December 10, 2009

Comparing Change Theory

A number of previous posts have been dedicated to the examination of change (which in itself should underline its importance). You may have identified with one theory or school of thought over another, but consider the common thread among them.

Kotter underlines the need for vision and strategy along with communications and short-term wins, while Collins seems to rely on a culture of discipline as a way of eliminating many negatives and facilitating success. Upon closer examination, however, these differences have familiar roots. The common denominator is the human factor – our talents, abilities, and attitudes dictate the outcome of any undertaking.

It’s also important to stress that the successful completion of a change process starts with the right change leader. It’s the leader who selects and motivates his team, creates a compelling vision, and effectively removes barriers. An effective change leader knows how to deal with resistance and inspire enough people to create an unstoppable momentum. As skilled, influential, and charismatic as a leader can be, it’s not realistic to think that everyone will be on board actively participating in the change process. A good leader not only recognizes that, but is able to work around it. Change is a part of life (especially business life), and the sooner we learn to embrace it, the quicker we’ll be able to use it to our advantage.


Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press

Wednesday, December 9, 2009

Maintaining Change

Consider what is required to maintain change over the long haul. What steps need to be taken to make change stick and anchor the change in the culture? How will you ensure that your success of implementing change lasts?

As Kotter (1996, ch. 10) addresses the task of maintaining changes over long periods of time, he underlines the importance of anchoring them in the company’s culture. Timing plays an important role in this case. Changing a culture should be done only after new ideas/procedures have already been implemented and positive results are visible – towards the end of the process. Being able to see actual results helps to convince people about the validity of the change – facilitating culture change. Lasting change requires support and verbal instructions to help it take root. It may also call for replacing some key people (1996, p.157).

According to Collins (2001, ch.8), lasting change is likened to moving a heavy flywheel. It’s difficult to get it going, but once momentum is established and the wheel is continually moved in the right direction, the point of breakthrough is reached. Sustainable change is the result of buildup being followed by breakthrough (2001, 186).


Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press

Tuesday, December 8, 2009

Disciplined Action Reflection

The following paragraphs will help you as you consider issues involved in implementing change and making sure you get the results you intended. Think of what a system needs to do to reduce barriers to change, to create measures that will accurately measure progress, to empower employees, and to change the skills behavior and culture to support the desired change.

In his discussion of a successful change process, Kotter (1996, p. 101-115) stresses the importance of empowering people. Part of the empowerment process involves leaders removing obstacles, which would otherwise impede progress. Obstacles can take on various forms. The unavailability of required equipment can be as big a problem as having a stifling boss. Lack of skills or knowledge can create as many obstacles as an environment that discourages independent thinking and risk taking. It’s up to change leaders to remove such obstacles. Providing adequate training and encouraging employees to take action can help them feel more confident with making decisions. Additionally, inadequate communication and an unclear vision can be problematic as well (another form of barriers). It’s important that change leaders effectively communicate a clear vision and align company structure with that vision.

Successful execution of change requires the implementation of short-term wins (Kotter, 1996, p.119-121). Short-term wins play an important role in the journey of change because they give encouragement and build momentum. They can provide a way to measure progress, allowing us to fine-tune our vision and strategy. Finally, they help to justify sacrifices made along the way making it easier to keep going (Kotter, 1996, p.123).

Collins (2001, p. 123-124) credits a culture of discipline for successful change. His ideas suggest that if we have the right people on board, they will have enough self-discipline to create the kind of company culture which will embrace change. A culture of discipline is not to be confused with a strict disciplinarian who rules by force. The right kind of employees will step up to the plate and do their best, while concentrating on the common area of the three circles. Collins recommends giving people freedom and responsibility (within a framework) and allowing them to focus on their tasks. Given the right company culture, the change process should be successful.

Hirschhorn (2002, p.98) discusses using three campaigns in the successful implementation of change. Although interlinked, the political, marketing, and military campaigns are equally important, and Hirschhorn suggests launching them simultaneously. During the political campaign, the change leader creates beneficial alliances and winning coalitions, which can be utilized to facilitate the desired change (2002, p.99). The marketing campaign underlines the importance of listening to and working with others. It focuses on appealing to people’s thoughts and feelings. This is just like any other marketing approach, where evoking a connection with the audience can bring many benefits (2002, p.101). Finally, Hirschhorn’s (2002, p.102-104) military campaign focuses on keeping employees’ attention and deploying the right people and resources to the right places.


Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers

Hirschhorn, L. (July 2002). Campaigning for Change. Harvard Business Review

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press

Monday, December 7, 2009

Teams and Change – Part 2

Yesterday we examined Senge’s projector and screens exercise. Let’s take a look at another way in which teams can be strengthened. The blindfolds exercise invites team members to practice a deeper level of listening. This exercise also promotes a deeper understanding of situations and our surroundings.

During this simple but profound exercise the team gathers in a room where they can discuss anything they wish for about 20 minutes or so. You as their leader should take on the role of the facilitator. The twist of this exercise is that all team members (except the facilitator) wear blindfolds during the discussion. The idea is to increase listening as visual stimulation is diminished. Have the discussion start out with a couple of minutes of silence to help everyone focus. Pay close attention to the group during the discussion. You’re not only the facilitator, you’re the group’s eyes. Keep in mind that blindfolding will make some people nervous while others will experience an increased freedom to express themselves. Once the exercise is over and the blindfolds have been removed, feel free to discuss the experience with your team. Pay close attention to the feedback you get.


Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.

Sunday, December 6, 2009

Teams and Change – Part 1

Actively participating teams contribute to the successful execution of the change process. Active participation in a change process requires that team members are able to actively listen to one another, and to communicate and interact effectively. Meaningful dialogue and skillful discussions provide meaning for the group (Senge, 1994, p. 353). Building trust and promoting respect and understanding strengthens a team’s ability to successfully approach change. As they work together and get to know each other, employees learn the strengths and talents that make up their team. The collective need/desire to pull together and solve a problem or create something new are characteristics of team learning (Senge, p. 356). Certain activities and exercises can promote active participation.

Consider what kinds of activities and exercises you’re currently implementing to strengthen your team. How effective are your current efforts? What other activities or exercises could you implement to further facilitate team building?

Let’s examine Senge’s (p. 382-383) projector and screens exercise. It describes a way for team members to see different perspectives. It offers the idea of looking beyond one point of view allows people to “see beneath the surface”.

In this simple exercise a group of three people address a problem or issue. One person takes the role of the projector while the remaining two are screens. The projector describes a problem or dilemma (preferable one with two alternatives between which the projector feels polarized). Afterward, without the projector’s involvement, the two screens (each taking on one alternative) debate the dilemma. After several minutes of debate the projector reflects on the issue and what it felt like to listen to the other two people debate the two sides of the problem.


Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.

Thursday, December 3, 2009

The Change Process Interview

Whether you’re looking for the right person to lead change within your organization or you yourself are that person, consider your (or your candidate’s) skills and understanding of change. The questions below will help you with this process. The purpose of such questions is to gather information regarding change process experiences and techniques. You can then utilize this information in the understanding of leading change within your organization.

The following questions were developed by combining two change process theories – Kotter’s (1996, p.21) eight-stage process for creating major change along with Collins’ (2001, p.12-14) idea of transformation as a process of buildup followed by breakthrough. Both theories address the importance of having the right people involved in a successful change process (leaders and team members alike). People seem to make up the very foundation of any project, and the careful selection of the right strengths, talents, and attitudes can make a tremendous difference in the project’s outcome.


1. Do you feel comfortable with change itself?
2. How do you feel about leading change? Do you find yourself to be an effective change leader? How much experience do you have leading change?
3. Do you seek out the “right” leaders and team members when preparing to address a change?
4. How do you establish a sense of urgency? Do you review the current reality searching for crisis and opportunities? How do you prepare yourself and others mentally?
5. How do you create a guiding coalition? How do you put together a group that is strong enough to make the change happen?
6. Tell me about developing a vision to help direct the change effort and strategies for achieving that vision.
7. What means or technologies have you found yourself utilizing in the past to facilitate change?
8. What means do you use to communicate the new vision and strategies? How important do you find modeling the right behavior to employees when facilitating change?
9. How do you empower people to achieve the new vision? Do you remove obstacles and encourage new ideas and risk taking?
10. List short-term wins as you work towards achieving a major change. How do you celebrate achieving the smaller goals? Do you recognize/reward the people responsible for the short-term wins?
11. Do you combine the short-term wins and changes to facilitate more changes in the future? How do you do that?
12. How do you anchor the new changes within the company culture?


Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press

Wednesday, December 2, 2009

Setting a Vision – Part 2

Tips to know when creating and communicating a vision:
• Take into consideration the company, its culture, and its people
• Utilize the strength of a team
• Review both facts and dreams; understand the present as well as the desired future
• Keep it simple and easy to understand
• Keep it general enough to allow flexibility
• Use stories, analogies, metaphors, and examples to create a clear vision
• Model the desired behavior
• Communicate the vision often and in many different ways
• Listen to others’ input and feedback

Pitfalls to avoid when creating and communicating a vision:
• Don’t disregard the company’s people and purpose
• Don’t do it alone
• Don’t disregard hard facts and brutal realities
• Don’t make it long and complicated
• Don’t make it too rigid
• Don’t have the “do as I say, not as I do” attitude
• Don’t under-communicate the vision
• Don’t ignore others’ feedback

Tuesday, December 1, 2009

Setting a Vision – Part 1

Change can be difficult for many people. This can make large-scale change (such as change in organizations) that much more difficult to manage. In order to facilitate the change process, change leaders must create a compelling vision and a clear strategy. Having a vision offers a purpose, direction, and incentive to proceed with the change. Strategy provides the steps necessary to reach a goal. Additionally, change leaders must be able to effectively communicate the vision and strategy with others. A great vision is of little use if it’s known or understood by no one.

Senge (1994, p.298-299) presents vision as a vehicle for building shared meaning. He states that building a shared vision must focus around several key concepts – understanding the organization’s destiny and purpose, its structure, culture and mental models, people at every level of the company, and creative tension. In other words, a meaningful and shared vision is the compilation of the many facets of an organization. It’s also a means of brining the different parts of a company together.

Part of creating a compelling vision requires the willingness to examine the current situation. Collins (2001, p.65-73) underlines the importance of a company’s abilities to face the harsh reality while remaining focused. Only by facing and understanding the truth, can we make the appropriate corrections to our course as we approach our goal. Collins (2001, p.94-96) also proposes the idea of three circles as a way to examine a company’s purpose. The circles represent (1) something that a company is passionate about, (2) what drives its economic engine, and (3) what it can be the best at in the world. Reviewing and understanding what connects the circles can help to identify a purpose and therefore a vision.

In his writing, Loup (1995, p.595-607) addresses real-time strategic-change (RTSC) technology. He stresses that when implementing change, it’s important to remain focused and create a plan to follow. A shared vision along with a clear strategy can provide a way to address these needs. Loup also underlines the importance of effective communications as a crucial part of successful change. Vision and strategy must by known and understood by others if they’re to be effective in facilitating successful change.

Kotter (1996, p.68-77) speaks of a vision that creates a picture – something inviting for which to strive. Furthermore, he states that an effective vision appeals to the long-term interests of anyone who has stakes in the company (employees, customers, stockholders). It must be clear and focused, and it has to offer realistic and attainable goals. An effective vision must be general enough to allow flexibility, and it must be easily communicated. Creating an effective vision is a messy and lengthy process. It requires teamwork and the examination of facts and dreams alike (Kotter, 1996, p.81).

A compelling vision can be useful only if it’s effectively communicated. Kotter (1996, p.90) outlines several elements necessary for the successful communication of ideas. He suggests that a vision should be simple and easy to understand. Stories, analogies, and metaphors are good ways to paint a picture that can make the vision easy to comprehend. Change leaders should utilize as many communication tools as possible. Sometimes large meetings are more appropriate, while at other times emails or memos will suffice when communicating with others. Repetition ensures that new ideas sink in and become part of the norm. Management must lead by example and address/explain any seeming inconsistencies. Finally, effective communication is a two-way street. Change leaders must be willing to listen the ideas and input from their employees.


Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press

Loup, R. (1995). Real-time strategic change technology: Speeding up system-wide change. In W. J. Rothwell, R. Sullivan, & G. N. McLean (Eds.), Practicing organization development: A guide for consultants (Appendix IV, pp. 595-607). San Francisco: Jossey-Bass.

Senge, P. M., Kleiner, A., Roberts, C., Ross, R. B., Smith, B. J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Currency.

Change Leader Reflection

Collins (2001, p. 20) describes a Level Five Executive as someone who combines personal humility and a strong professional will to build “enduring greatness”. Level Five leaders focus their egos not on themselves, but on the company’s goals and success. Their ambitions are channeled for the betterment of the organization (Collins, p. 21). A leader of this caliber does what needs to be done without losing focus. While he credits the team for successes, he holds himself responsible for the failures.

Kotter (1996, p. 183) stresses the importance of lifelong learning as a crucial characteristic found in effective leaders. An effective leader is willing to take risks by pushing himself beyond his comfort zone. He must be willing to honestly assess his successes and failures. Effective leadership involves the ability and willingness to seek out ideas and input from others. An open mind and effective listening skills allow a leader to connect with others and find strength in their contributions.

In addition to the skills and characteristics described by Collins and Kotter, effective leadership requires effective people skills. Such skills make it possible to influence and inspire others – both of which bring benefits to a leader when dealing with change. Being able to build trust between the leader and his team as well as among the team members requires that truth and honesty are the norm. An effective leader models the kind of behavior that he wants to encourage in others by not only talking the talk, but also by walking the walk. Graham (2002, p. 45) suggests that a leader should be willing to bend some rules and forsake organizational traditions if it means fostering an honest, trusting relationship with employees.


Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers

Graham, G. (April 2002). If You Want Honesty, Break Some Rules: How do you create a culture where people aren’t afraid to speak the truth and candid information flows freely? Harvard Business Review

Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press