| Those in leadership positions will sooner or later | | | | vision to a Board, which will require them to |
| have to deal with change on a significant scale. It | | | | articulate it clearly. They will also need to listen to |
| is claimed that as few as 3 in every 10 changes | | | | the concerns and re-assure. Once they have top |
| maintain momentum beyond the initial phase of | | | | level support, the message needs to get passed |
| enthusiasm. So what 3 key roles must change | | | | through the organisation and concerns need to be |
| leaders master? | | | | heard and responded to. |
| Clarity of Vision | | | | Empowering others |
| Leaders need to be able to create a compelling | | | | The leader cannot do everything on their own |
| vision of what things will be like once the change | | | | without the help of many others. The leader has |
| has been made. It sounds like it is something that | | | | the challenging role of empowering others while at |
| is really easy to do but in truth it is incredibly | | | | the same time making sure that the change |
| challenging. As a leader of change you need to be | | | | moves in the desired direction and delivers the |
| able to recognise when change is needed and | | | | expected results. As part of the empowerment, |
| then get a crystal clear view of what you need | | | | a framework needs to be developed to check on |
| to create to give your function or business the | | | | progress and ensure that all of the constituent |
| edge. | | | | parts in the process are functioning as they |
| Communication | | | | should. |
| Communication is often regarded as talking and | | | | Change is a challenge and leaders have a key role |
| writing and less so about listening. Leaders when | | | | to play in delivering sustainable change in the fast |
| faced with change need to be masters in all three | | | | moving and demanding business environment. |
| of these areas. They may need to present their | | | | |