In this section we examine the different phases of the change process, to identify the need for a leader to perform different skills or activities during each phase. We do this by using three different but complimentary models of the change process.
Cameron and Green: inner and outer leadership
In our own experience of working with leaders on change processes, it is important to establish phases of change so that plans can be made and achievements recognized. This phasing also enables a leader to see the need for flexibility in leadership style, as the change moves from one phase into another phase. We have identified both the outer leadership and inner leadership requirements of a leader of change for each phase.
Leadership of change phase by phase, comparing inner and outer leadership requirements
Phase of change
Outer leadership – observable actions of the leader
Inner leadership – what goes on inside the leader
1. Establishing the need for change
The leader illuminates a problem area through discussion
Influencing, understanding, researching, presenting, listening
Managing emotions, maintaining integrity, being courageous, being patient, knowing yourself, judging whether you really have the energy to do this
2. Building the change team
The leader brings the right people together and establishes momentum through teamwork.
Chairing meetings, connecting agendas, facilitating discussion, building relationships, building teams, cutting through the politics
Social and organizational awareness, self-awareness, managing emotions, adaptability, taking initiative, having the drive to achieve, maintaining energy despite knock-backs
3. Creating vision and values
The leader works with the group to build a picture of success.
Initiating ideas, brainstorming, encouraging divergent and creative thinking, challenging others constructively, envisaging the future, facilitating agreement
Strategic thinking, taking time to reflect, social awareness, drive to achieve, managing emotions
4. Communicating and engaging
The leader plays his or her role in communicating direction, giving it meaning, being clear about timescale and letting people know what part they will be playing.
Persuading and engaging, presenting with passion, listening, being assertive, being creative with ways of communicating
Patience, analysis of how to present to different audiences, managing emotions with regard to other people’s resistance, social awareness, adaptability, empathy
5. Empowering others
The leader entrusts those who have been involved in the creation of the new vision with key tasks.
Clear target setting, good delegation, managing without micromanaging or abdicating, coaching
Integrity, trust, patience, drive to achieve, steadiness of purpose, empathy
6. Noticing improvements and energizing
The leader stays interested in the process. This involves the ability to juggle lots of different projects and initiatives
Playing the sponsorship role well, walking the talk, rewarding and sharing success, building on new ideas
Steadiness of purpose, organizational and social awareness, empathy, managing emotions, drive to achieve
7. Consolidating
The leader encourages people to take stock of where they are, and reflect on how much has been achieved
Reviewing objectively, celebrating success, giving positive feedback before moving on to what’s next
Social awareness, empathy, drive to achieve, taking time to reflect, steadiness of purpose