The next time you find yourself worried about the Rise of the Robots, the Advance of the Machine, or some other form of matrix-style future where AI and AGI have outstripped humanity in the evolutionary race, pause and reflect on the nature of these things. How different are they to ourselves? How different are they to the nature of those we live and work with?
If you are a leader, and you are leading some form of change either in your team or including or leading change across you organisation, ask yourself how much time is dedicated to putting people first, in the process of understanding and implementing transformative change. If you forgot the people, you can forget the process – it won’t stick long term.
When we ask why, it is because we are trying to make sense of our contexts, our situation, of someone else’s behaviour. Sometimes, asking Why, when the answer is difficult to find, can disempower us in taking action and progressing with our work, personal lives and our relationships. But why?
Taking courage to lead others is mainly an individual endeavour, but how can leaders enable their colleagues and teams to prepare for change and develop their own courage, especially for change they do not know is coming their way? How can leaders help overcome the impact of their courage, on others?
Leaders within organisations need to understand their impact on enabling change. Here are 5 key dispositions leaders must cultivate for change to be effectively supported.