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1.0 Making a Case for CHANGE.
Categories: Transformations, mentoring
You won’t have to look far for compelling evidence that we need to embrace dramatic change.
While I will reference my own workplace, I have been bombarded recently with so many similar examples (even outside of automotive) from acquaintances, that I am convinced we need a new type of leadership at all levels in our workforce.
In prior postings, I referenced the loss of passion in employees due to the massive downsizing we experienced at Ford. I stand by those observations even though I have drawn some criticism for my perspective. What is becoming more obvious, however, is the fact that a recovery (a real recovery) requires a fundamental change in leadership styles for all of us.
In an attempt to lead myself to full engagement I have been reading a great deal and doing a lot of “soul searching”. Many of the thoughts in the next few postings were from a handful of authors who have specialized in the areas of value driven business (Nadine Thompson, Angela Soper, Ben Cohen, Mal Warwick) and next generation leadership (Lance Secretan).
It is clear to me that the traditional manager who has mastered the skills of motivation, project lead or program management, and delivering terrific shareholder returns (especially in the short term) may well be a detriment to recapturing the hearts and minds of people.
We have systematically trained (and have been trained) based on a flawed business paradigm. As one management theorist wrote in the Harvard Business Review (May-June 1998, pp 98-105), “Organizations need to remember that their ultimate goal is performance, not employee satisfaction and morale.”
The skill sets and convictions of the leaders that brought us to this place won’t inspire anyone to re-engage. It’s time for all leaders, influential program or project managers and team members to raise our sights to a higher level if we want to sustain a true recovery.
More to come…
