Pathway of the Quarter: Change Agility

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Week 4: Section 2: Lesson 2: Leading Change

  • 1.  Week 4: Section 2: Lesson 2: Leading Change

    Posted 05-28-2019 11:57

    I hope you all had a fantastic long weekend!

    Join me this week this week in learning about leading change Section 2: Lesson 2 in Pathway of the Quarter: Change Agility. This lesson takes about 20 minutes to complete. I'll be back Thursday with some discussion questions.

    If you have any questions, feel free to reach out!

    P.S. Don't forget to mark the content complete in the CUES Learning Portal to get credit for it.



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    Laura Gibbs
    CUES
    Online Community Engagement Administrator
    laurag@cues.org
    608.288.5352
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  • 2.  RE: Week 4: Section 2: Lesson 2: Leading Change

    Posted 05-30-2019 13:21
    What stood out to me in this section was that change is lead from the top but isn't excluded from the frontline. How to Lead Change Management mentioned that CEOs must act out change so that is visible to the rest of the organization. I think in any situation the lead must come from the top – CEO and leadership are who the rest of the organization look to for guidance and if they are not making the change visible, the rest won't grasp on either.

    What is an example you've experienced with this?

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    Laura Gibbs
    CUES
    Online Community Engagement Administrator
    laurag@cues.org
    608.288.5352
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  • 3.  RE: Week 4: Section 2: Lesson 2: Leading Change

    Posted 06-19-2019 20:42
    I really enjoyed this section. It was rather short, but still good!

    My biggest takeaway for this was definitely the 5 I's of change resistance in leadership. I really enjoyed the "Master Your Mindset" download that was included, and I can't wait to share it with my team!

    For the 5 I's, the biggest focus I see each item is:
    • Inertia - There's always pleasure in the mundane and the familiar. Breaking yourself out of what you've always done can seem tricky, but I've found that small deviations from your normal routine always help! Taking a different route to work, signing up for something you normally wouldn't, or trying a new food are seemingly small changes that can open your mind to new, creative work!
    • Ignorance - We can combat ignorance with passion and coaching. I recently read an article that said that each and every conversation is a coachable moment. As leaders, if we're more proactive on reaching out and offering assistance to those in need, they're much more willing to open up on lacking their knowledge, making the whole team better!
    • Incompetence - "People who are incompetent are fully capable of doing meaningful work, but need training and mentoring in how to become an exemplary leader." We can piggyback on Ignorance and be more proactive to assist these leaders!
    • Indifference - How many of us know why we do what we do? Many times, our paths in life change and we don't take time to reassess our why and what drives us. My why is "I want to help others be better versions of themselves to be the change I wish to see in the world." Leading a conversation from the top down for all leaders to know their individual whys can help leaders at all levels understand their purpose.
    • Insecurity - We all have this struggle on different levels. I struggle with this at times, and the best way to approach insecurity is by reflecting on each day and week. I like to look back on the wins and losses for the day, and then the top 3 of each for the week. Instead of focusing on the "loss" itself, I look at the value it brings to me in the terms of knowledge. I see constant, noticeable growth this way!
    Would love to hear everyone else's thoughts on this!

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    Frank Kerner
    Content & Digital Strategist
    Pelican State CU
    Baton Rouge LA
    225.408.6100
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  • 4.  RE: Week 4: Section 2: Lesson 2: Leading Change

    Posted 6 days ago
    Frank, I love the 'each and every conversation is a coachable moment' comment because it is something that not many people think about.

    I think that it is very important for the top leadership team to model the change and be open to suggestions on how to make the change better from the frontline. My experience is that there seems to be a disconnect between top leadership and the frontline in terms of communication and how the change is beneficial to everyone. I would like to see this situation turn around for the benefit of everyone.

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    Jennifer Ertman
    Executive Administration Assistant
    Parkside Credit Union
    Westland MI
    734.525.0700
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