HR is consistently under a critical spotlight with commentators highlighting all the things the department, the people within it, the leaders etc are not doing, or are doing poorly. I don’t see the same focus on Finance or Risk or Compliance and the attention is flattering but begs the question why are people so interested?
“They’re always working in isolation, pursuing their own solution.”
“Bob continues to withhold relevant information and expertise.”
“She only ever gets involved when it’s a project with high exposure to the CEO.”
Have you heard these before? I know I have.
They are typically the excuses we give when a project has faltered, we can’t work with someone or we don’t have the answer.
And they are not wrong. Unfortunately we all know someone who works like this. Maybe sometimes, if we are being brutally honest, we have been guilty of the same?
“The role of a leader is to be there for others, to understand others and support them.”
Hallelujah!!! I thank you… my job is done.
This was a key takeaway from one of the participants of a new manager workshop I ran in Thailand recently. And I would like to emphasise two words: new manager.
These guys had less than 2 years in a management role so they were young in their experience but they wowed me with their insight, their maturity, their willingness to see and appreciate others.
What do you need to be a change leader? Well, a couple of things are needed – first you need to have a vision, then you need to know what you want and what you want to achieve and then you need to be cognisant of the impact your change will make on the team and the organisation. You may not be fully aware of the “how” but you need to have a strong conviction of the “what”.
I often face this challenge – I have thought about what I want to achieve, I have written goals down, I have even pinned them to the wall so I can SEE them….. and yet, 3 months on I am still no further to completing them.