In this episode, we're continuing our Leading with Character and Competence series with a discussion on the second cornerstone of competence, change. Previous episodes in this series have been on the four cornerstones of character, which in case you missed them, are integrity, humility, accountability, and courage. In order to become an effective leader and become what we would truly consider competent, you have to become skilled at adapting to change yourself and leading others through change. Tim and Junior talk about facing change as an individual and as a leader, as well as the two failure patterns that organizations face when running change initiatives.
What is change? (0:03:15) Change always requires the performance of additional work and the absorption of additional stress. It's a gateway competency in the 21st century. Sometimes we choose it, and sometimes it chooses us.
What is resilience? (0:09:38) In order to become an effective leader and become what we would truly consider competent, you have to become skilled at adapting to change yourself and leading others through change. And in order to manage change at the individual level, we have to be resilient.
Tackling organizational change (0:23:51) Tim and Junior discuss the two domains of change, personal and organizational. They explain the cocktail of confidence, adaptability, and optimism.
Applying confidence, optimism, and gratitude (0:28:56) How do these three apply to relationships, renewal, learning, contribution, achievement, and purpose?
Two change failure patterns (0:40:35) You can't muscle or smuggle change. When we smuggle, we try to hide the fact that we're changing from people, to bring it into the organization and conceal it, cover it up, bring it in as a covert action, minimize it. When we muscle change, we use formal authority and positional power to force change. Neither yield promising results.
