Dean, a leader with many years of international years experience, confessed even he was tired of managing another phase of change in his organisation.
This is not surprising – the more senior the leader, the increasing number of transitions they have to manage.
William Bridges (1991) published “Managing Transitions” where he focussed on the transition as opposed to the change itself. A transition is the internal manifestation of that change that happens within the individual – the psychological impact of the change itself. Whilst this might seem subtle, it is significant as he clarified the emotional impacts the individual experiences during each stage of a transition.
Bridges makes a key point that people experience change even if they don’t agree to or desire it. He highlights three zones of transition people go through when they experience change. He said they are:
As some of you may know I am currently training for my first ever Triathlon. My goal for this one is to complete uninjured rather than to compete with anyone else. I hit a bit of a road block this week as I have caught the flu – guess that is somewhat unavoidable when you have your face in pools for so many hours!
I am forced at this point to look at what I am doing and make some choices about how I am able to spend my training time – I need a different kind of doing. What is going to help me get to where I need to be and what am I able to do?
So you finally have been offered the role. They want you. This is it!The one where you will be in charge. Some people call it getting the “top seat”. Now what?
A natural reaction and mistake commonly made at this important transition is to be in a rush to sit in the chair. You are impatient to get a good feel of it. To move around in the chair until it feels right. A little to the right…hmmm not right. More to the left…
In working with executives over the last 20 years there is a common starting point our discussions inevitably touch on at some point. That is reflecting on and gaining clarity about ‘What kind of leader do I want to be?” and then “What kind of leader am I’?
This reflection is useful and informative but stops short of the really powerful and sometimes confronting question(s) of “What does the organisation/ role/ team/job need from me as a leader?” This great question forces different thinking and quickly cuts straight to the core.
There is an interesting development across universities globally that takes its influence from American universities. That is the commencement address at graduation. The more famous ones recently include Steve Jobs at Stanford, Bono at Harvard and even Lisa Kudrow from Friends spoke to her old alma mater.
This weeks article is lifted completely from an amazing address given to the Texas University last month. Admiral William H. McRaven gave a powerful and insightful address from which any leader can learn. This is longer than most of our articles but worth the read. Please feel free to copy and distribute.
How would four leading coaches approach a particular scenario playing out in a private hospital?
A new leader has to deal with a rising star employee medico while managing cost restraints and research funding issues. Padraig OSullivan was asked to contribute to this case study for the IJCO magazine.