The Successful Transformation Series |  Part 3: Transforming leadership with credibility and trust

The Successful Transformation Series | Part 3: Transforming leadership with credibility and trust

24 August 2020
Gerrit Sarens
Gerrit Sarens
  • To recap The Successful Transformation Series, transformation starts with understanding a business and the leadership running it (Part 1). To transform the business will mean transforming -to some extent- the leadership at different levels in the organization (Part 2). To initiate, nurture and embed a new way of leading the business, those bringing about the transformation need to inspire credibility and trust (Part 3).

    Credibility comes from a Business Mentor having stood in the shoes of the business leader and having delivered transformations in the past.

  • Credibility and effectiveness

  • Studies have proven that an external mentor is superior to peers in increasing the effectiveness of team playing. The higher effectiveness is attributable to the fact that the external mentor is seen as more credible than a peer of oneself.

    This results in external mentors being more effective in bringing performance changes than peer mentors.

  • The higher effectiveness is attributable to the fact that the external mentor is seen as more credible than a peer of oneself.

    Sue C. & Latham, G.P. (2004). The relative effectiveness of expert, peer and self coaches.
  • Trust and effectiveness

  • Business mentoring is based on a trusted relationship, offering a safe environment to talk openly and the required absolute confidentiality related to sensitive leadership topics.

    The Business Mentor will expeditiously uncover the real human and organizational pitfalls, the taboo subjects every organization tiptoes around and those people issues most likely to obstruct the transformation process.

  • Providing peace of mind

  • Providing an external view and adding a wider industry perspective, the Business Mentor fosters new ways of thinking. He or she will offer a gateway to a vast personal network of proven experts.

    Ultimately the Business Mentor offers peace of mind and confidence in a good outcome when the mentee is most in need of it.

  • Engaging with C-level sponsors

  • As an experienced business leader, the Business Mentor is able to engage on a peer to peer basis with the C-level sponsor of the transformation project. The relationship enables the transformation challenge to be prioritized on the sponsor’s personal agenda.

    • First of all, the sponsor will be more visible and more engaged to passionately communicate about the transformation. This means communicating a convincing the Big Why for the project, what’s in it for each individual and be vocally supporting the change throughout the process.
    • The Business Mentor will facilitate the sponsor's support at all levels of the organization. This includes clarifying roles and expectations towards each involved department and engaging with top management when issues are escalated.
    • Finally, the sponsor will walk the talk. He or she will be the first adopter, be part of change activities and allocate sufficient resources to make the transformation possible.
  • The Business Mentor will facilitate the sponsor's support at all levels of the organization.

  • As both research and experience show, the sponsor's commitment is the most defining factor contributing to success. An effective sponsor is proven to more than double the chance of delivering a successful transformation.

Pain points of the manager

Your managers are

  • new in this role

    and

    • lack self-confidence
    • don’t know how to go from being a colleague to being a boss
    • need to loosen up on the command & control leadership style
    • must let go of the (technical) expert status
    • cannot give or accept constructive feedback
    • feel pressure to perform as manager
    • have difficulty building relationships
    • want to be liked by everyone or want to be the ‘bad boss’
    • play the hero
  • are struggling

    and

    • stay too involved in operations
    • have trouble prioritizing
    • cannot delegate
    • fear conflict situations
    • disconnect from the team
    • flawed strategical thinking
    • do not relate to higher management
    • lack clear communication skills
    • remain not self-aware
    • avoid difficult conversations
    • miss political antennas
    • ...
  • capable of more

    and

    • need mental preparation as successor
    • need to be able to lead big changes ahead
    • need to learn to be emotionally resilient and in control
    • need to learn to make big decisions fast without all the information
    • must become persuasive presenters
    • need to learn how to cultivate their own personal brand
    • need to learn how to lead by example
    • manage by trust, not by fear
    • need to overly develop empathy
    • ...
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