The act of transforming anything implies a change or alteration, usually for the better. In our lives – both personally and professionally – transformative acts are always done for the better.
Occasionally, being in the right situation at the right time, under the right conditions, and with abundant luck can result in a winning – and even profound – transformation, all without any conscious design.
For most of us though, successful transformations are hard work that require conscious effort. Making a successful transformation requires intent, a vision of the desired outcome, clarity of purpose, commitment, planning, perseverance and, not least, the courage to make change. Transformation is about changing our behavior – not who we are, but how we act, make choices, and conduct ourselves.
Too often managers talk about the need to transform their organizations, yet do little to later the fundamental workings of the organization. The hope is that substantial good fortune will result by making modest – and often token – change in the workings of the organization.
Such actions never work because they are’t transformations at all. The irony is that employees can immediately spot this. They know that today’s sacred cows will be grazing in the same pasture tomorrow. Cynicism rises, and commitment wanes.
True transformational leaders possess the sensitivity to know that change is disruptive and unnerving to an organization. They communicate intent and rationale to underscore the need for change, and embrace diverse opinion and dialogue as a means of catalyzing commitment and identifying unalterable resistance. They acknowledge the fear that the may fail, but rein it in through their energy, commitment, personal conduct, and interactions with the organization at all levels.
Effective transformational leaders know that significant change in results comes from significant change in organizational behavior. They take to the dance floor, never settling for tapping their foot to the rhythm of the music.
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