January 4, 2019 by Jeff Hurt
Change is hard.
Foresight—looking forward—is hard. Why? Because we prefer certainty and concreteness to ambiguity and abstraction.
Becoming a new normal leader requires shifting your perspective. It means becoming biased towards consistent, persistent evolution, not inclined to keep things the way they are which results in stagnant-status-quo-sameness. Your organization’s sustainable success depends upon you transforming from normal to new normal leadership says Radar’s Tod Martin. And it’s really hard because it requires changing how you lead.
(Hat Tips Radar Journal.)
Consider this scenario…
Let’s assume your boss walked into your office and said that she was going to give you your bonus now. You could have a $100 bill immediately or one penny today that would be doubled every day for a month. Which would you choose?
Most choose the $100 bill. And your boss would then proceed to explain that you just saved her more than $5 million. That’s the magnitude of exponential or compounded change.
Too many organizations are still making the $100 choice! Is yours?
Exponential change clearly creates a different set of environmental conditions than previously experienced.
The U.S. Military introduced the term VUCA—an acronym for volatile, uncertain, complex and ambiguous—to describe the world that resulted from the end of the Cold War.
The deeper meaning of each component of VUCA underscores the need for leaders and their teams to evolve from the practices of the past. It’s how leaders can view their organization’s current and future state. It relates to how leaders plan, make decisions, manage, adapt to change and problem-solve.
Leading in the new normal is hard. It requires a new set of skills that many have not yet perfected.
We have to see ourselves more objectively. We must put our self into perspective as if stepping out of our body and evaluating our actions. Growth happens only when we are willing to experience, reflect and progress through difficult situations with difficult emotions from difficult challenges. And we allow this process to change us.
They must align with the organization’s mission, strategy, customers’ needs and future possibilities. Using aligned foresight is hard and often feels clumsy.
It requires that the leadership team adapt collectively through coordinated change. As if it wasn’t hard enough for you to increase your self-awareness and see yourself more objectively. Now the entire team has to evolve through this process.
Ultimately, the new normal is anything but normal. It’s not business as usual. The bigger question is whether our leadership has changed with it.
What’s holding you back from evolving into new normal leadership? What’s most challenging about new normal leadership?
Filed Under: Experience Design
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