(Continued from part 1)
#3 Transitions are great opportunities for transformation
Here is the thing - whilst transitions can feel disruptive, at times chaotic, even exhausting they are also moments when life altering changes can take place - for the better or worse.
Think about it. When a change happens and rocks our world there is new information to grapple with, new environment to adapt to - all of which in turns implies new decision points, new ways of behaving and new actions. It brings multiple choices, emotions, feelings, thoughts, doubts, hopes et all. The churn is like molten lava.
In fact at times all of it does and c an 'erupt' through bouts of anger, stressful confusion, lethargy and the famous procrastination! In other words, it reveals the best and the worst in us. Before the 'crust' aka new beliefs and behaviours are formed we have the choice to become truly aware of who we are and choose who we wish to become. We can choose to face our existing belief systems and reframe them to a new one that will help us make the best of the transition and also grow as individuals.
In other words, as individuals if we undergo our own transition points without considered thought and full awareness we could damage our future state of mind and being. But if we approach transition with objectivity, awareness, reflection and proactive support we can come out winners. The same applies when we offer (or not) a conducive environment to our others who are undergoing life/ career/ business transition in their lives.
#4 To be a transformative leader know how to deal with personal transformation
Ok, I am going to put a stake in the ground. When organisations undergo change and transformation (which is pretty much all the time) or when they must respond proactively or reactively to the disruption from competition, market and regulatory conditions they are undergoing transition points. The UK (one of my two home countries) has been wallowing from one disruptive state to another - the most recent being Brexit of course. Around the world in every country there is widespread disruption as we recapped in Part 1
If leaders are to be strong in driving, leading and reacting to organisation and business transformation and disruption (proactively or reactively) they need to know how to navigate it and personal experience is a must. If they try to get another department do it they will fail. If they try to 'do transformation' and not 'be transformation' they will fail. So will their business.
Why? Because gone are the days when change programmes ran for a a few months or years and we then went into a 'stabilisation' stage. That used to happen when I started my career (25 years ago!) In those days people could catch a breath before the next transformation 'phase' - now its constant. In fact with companies today leaders need to instigate change and inculcate a culture of disruptive innovation so they can move dynamically to market shifts.
It is exhausting but can be exhilarating when leaders have mastered the art and science of leadership in an unpredictable world. Book a free copy of my book on this topic here. Your New Year gift to yourself and your leaders! The Brilliance Quotient
#5 To be ready for the world to come, you better learn what transition and disruption has to offer
I attended the Meyrel Campbell annual lecture and listened into an interesting topic by Geoff Mulgan; the future integration of Humans and Machine. We discussed how the Workplace will (and already is) changing with the use of technology, collective thinking and intelligent designing. It calls for new skill sets, a resilient adaptive mind and a solid personal brand.
Then came the clincher. With the boom of technology and AI in how and what we do, the area where humans will excel in is the second and third rung in the learning loop - Creating new categories and models and Rethinking how to think / new cognitive frameworks.
Most of the current 'in hot demand working skills' in the Corporate and Business world will not the favourites in the future. They will be done by AI and tech. Human skills that will be in demand will be some of those that typically number driven traditional hierarchical leaders thumb their nose to. Originality, Empathy, Creativity, Judgment to name a few.
Oh wait a minute, are these the skills, behaviours and thinking styles that leaders and organisations could brush up by paying more attention to how they are using transition points to learn and grow new skills?
Yes. As a transition coach this is what we focus attention on. Use transition points to a) help leaders achieve/ surpass their goals and aspirations b) use the experience to raise awareness, accelerate neuroplasticity (redirect the molten lava before the crust is formed!) and embed a stronger energetic presence which results in stronger leadership capabilities and capacities.
